COLUMBIA	
  BASIN	
  BUSINESS	
  RETENTION	
  
AND	
  EXPANSION	
  PROJECT	
  
	
  

R EPORT	
  ON	
   N AKUSP	
   B USINESSES 	
  
	
  
	
  
FALL	
   2013	
  

	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  

	
  
The	
  Columbia	
  Basin	
  Rural	
  Development	
  Institute,	
  at	
  Selkirk	
  College,	
  is	
  a	
  regional	
  centre	
  of	
  
excellence	
  in	
  applied	
  research	
  and	
  information	
  provision	
  focused	
  on	
  strengthening	
  rural	
  
communities	
  in	
  the	
  Columbia	
  Basin-­‐Boundary	
  Region.	
  Visit	
  www.cbrdi.ca	
  for	
  more	
  information.	
  	
  

	
  
Nakusp	
  and	
  Area	
  Development	
  Board	
  (NADB)	
  is	
  an	
  incorporated	
  non-­‐profit	
  society	
  whose	
  purpose	
  
is	
  to	
  further	
  the	
  development	
  of	
  the	
  Nakusp	
  region	
  in	
  the	
  tourism,	
  social,	
  education,	
  forestry,	
  
heritage/arts/culture	
  and	
  economic	
  sectors.	
  Visit	
  www.nadb.ca	
  for	
  more	
  information.	
  	
  
	
  

	
  

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

	
   1	
  

	
  

EXECUTIVE	
  SUMMARY	
  
This	
  report	
  describes	
  findings	
  from	
  a	
  94-­‐question	
  Business	
  Retention	
  and	
  Expansion	
  (BRE)	
  survey1	
  
conducted	
  at	
  46	
  businesses	
  in	
  the	
  Nakusp	
  area	
  in	
  between	
  January	
  and	
  May	
  2013.	
  BRE	
  is	
  an	
  
action-­‐oriented	
  and	
  community-­‐based	
  approach	
  to	
  strengthening	
  relationships	
  with	
  business	
  and	
  
informing	
  economic	
  development	
  efforts.	
  It	
  promotes	
  job	
  growth	
  by	
  helping	
  communities	
  to	
  learn	
  
about	
  concerns	
  of,	
  as	
  well	
  as	
  opportunities	
  for,	
  local	
  businesses	
  and	
  to	
  set	
  priorities	
  for	
  projects	
  to	
  
address	
  those	
  needs.	
  	
  

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

Local	
  Workforce	
  

Sales	
  

Facilities	
  and	
  
Equipment	
  
Government	
  
Services	
  

Business	
  Climate	
  

Assessment	
  and	
  
Plans	
  

Finding	
  
The	
  highest	
  number	
  of	
  respondents	
  businesses	
  are	
  classified	
  as	
  ‘Retail	
  and	
  
Wholesale	
  Trade’	
  under	
  the	
  North	
  American	
  Industry	
  Classification	
  system	
  
57%	
  of	
  companies	
  have	
  been	
  in	
  business	
  for	
  more	
  than	
  20	
  years	
  
10	
  businesses	
  plan	
  to	
  transfer	
  ownership	
  in	
  the	
  next	
  3	
  years	
  
Respondents	
  reported	
  a	
  total	
  of	
  551	
  employees,	
  64%	
  are	
  full-­‐time	
  
33%	
  of	
  businesses	
  expect	
  the	
  size	
  of	
  their	
  full-­‐time	
  workforce	
  to	
  increase	
  over	
  the	
  
next	
  3	
  years	
  and	
  7%	
  expect	
  it	
  to	
  decrease	
  
Retail/hospitality	
  and	
  skilled	
  trades	
  were	
  most	
  commonly	
  listed	
  as	
  key	
  training	
  areas	
  
55%	
  of	
  businesses	
  expect	
  that	
  their	
  sales	
  will	
  grow	
  by	
  between	
  1	
  and	
  9%	
  over	
  the	
  
next	
  year	
  
60%	
  of	
  businesses	
  make	
  the	
  majority	
  of	
  their	
  sales	
  to	
  local	
  customers	
  
58%	
  of	
  businesses	
  source	
  their	
  supplies	
  elsewhere	
  in	
  BC	
  or	
  Canada	
  
82%	
  of	
  businesses	
  own	
  the	
  facility	
  in	
  which	
  they	
  operate	
  
37%	
  of	
  businesses	
  plan	
  to	
  expand	
  within	
  3	
  years	
  with	
  a	
  total	
  estimated	
  expansion	
  
budget	
  of	
  over	
  $42	
  million	
  
Top	
  rated	
  government	
  services	
  include	
  access	
  to	
  roadways,	
  access	
  to	
  markets,	
  
recycling	
  and	
  disposal	
  to	
  waste	
  services	
  
Businesses	
  indicated	
  that	
  ferry	
  services	
  and	
  utilities	
  are	
  the	
  government	
  services	
  
most	
  in	
  need	
  of	
  improvement	
  
Business	
  climate	
  factors	
  that	
  received	
  the	
  highest	
  ratings	
  include	
  K-­‐12	
  education	
  and	
  
cultural	
  /	
  recreational	
  amenities	
  
Businesses	
  most	
  commonly	
  listed	
  Nakusp’s	
  location	
  as	
  its	
  greatest	
  strength	
  
The	
  business	
  competitiveness	
  factors	
  that	
  are	
  most	
  important	
  to	
  respondents	
  
include	
  new	
  market	
  development	
  locally	
  and	
  workforce	
  skill	
  development	
  
89%	
  of	
  businesses	
  said	
  that	
  cost	
  of	
  living	
  is	
  a	
  critical	
  issue	
  for	
  their	
  staff	
  
64%	
  of	
  businesses	
  rated	
  the	
  overall	
  health	
  of	
  their	
  company	
  as	
  good	
  
87%	
  of	
  businesses	
  are	
  at	
  low	
  risk	
  of	
  closing	
  or	
  downsizing	
  

	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  
1	
  The	
  30	
  question	
  short	
  survey	
  was	
  administered	
  to	
  some	
  businesses.	
  

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

	
   2	
  

	
  

NEXT	
  STEPS	
  AND	
  POTENTIAL	
  ACTIONS	
  
The	
  results	
  of	
  this	
  survey	
  can	
  be	
  used	
  by	
  the	
  Nakusp	
  and	
  Area	
  Development	
  Board	
  to	
  inform	
  
short-­‐	
  and	
  long-­‐term	
  business	
  retention	
  and	
  expansion	
  action	
  planning.	
  In	
  addition,	
  a	
  number	
  of	
  
businesses	
  would	
  benefit	
  from	
  one-­‐on-­‐one	
  follow-­‐up	
  support	
  (i.e.	
  to	
  support	
  expansion,	
  to	
  
minimize	
  risk	
  of	
  closure,	
  to	
  assist	
  with	
  succession	
  planning).	
  
Research	
  findings	
  suggest	
  that	
  the	
  following	
  action	
  areas	
  have	
  the	
  greatest	
  potential	
  to	
  improve	
  
the	
  Nakusp	
  business	
  climate:	
  
Business	
  e xpansion:	
  Businesses	
  are	
  planning	
  significant	
  investment	
  in	
  expansion	
  over	
  the	
  near	
  
term.	
  Actions	
  on	
  this	
  theme	
  could	
  involve	
  assisting	
  individual	
  businesses	
  with	
  site	
  selection,	
  
facilitating	
  access	
  to	
  business	
  support	
  programs,	
  and	
  /	
  or	
  liaising	
  with	
  governments	
  to	
  ensure	
  
approval	
  processes	
  meet	
  the	
  needs	
  of	
  local	
  businesses.	
  
Succession	
  p lanning:	
  Engagement	
  with	
  formal	
  succession	
  planning	
  is	
  low	
  in	
  the	
  region	
  and,	
  given	
  
a	
  number	
  of	
  Nakusp	
  businesses	
  report	
  a	
  pending	
  change	
  in	
  ownership,	
  effective	
  succession	
  
planning	
  support	
  could	
  be	
  important	
  to	
  the	
  future	
  of	
  the	
  Nakusp	
  economy.	
  Actions	
  on	
  this	
  theme	
  
could	
  involve	
  offering	
  succession	
  planning	
  workshops	
  or	
  more	
  targeted	
  one-­‐on-­‐one	
  support	
  to	
  
businesses.	
  	
  
Government	
  s ervices:	
  Approvals,	
  regulations	
  and	
  taxes	
  administered	
  by	
  various	
  levels	
  of	
  
government	
  were	
  often	
  cited	
  by	
  respondents	
  as	
  factors	
  that	
  inhibit	
  business	
  activity	
  in	
  the	
  region.	
  
Additional	
  research	
  on	
  this	
  theme	
  could	
  help	
  further	
  inform	
  the	
  exact	
  nature	
  of	
  businesses’	
  
perceptions	
  regarding	
  the	
  regulatory	
  barriers	
  to	
  their	
  growth.	
  	
  Local	
  government	
  could	
  explore	
  the	
  
effectiveness	
  of	
  current	
  business	
  approval	
  processes	
  and	
  explore	
  development	
  approval	
  best	
  
practices	
  in	
  other	
  jurisdictions.	
  Improvements	
  could	
  be	
  implemented	
  based	
  on	
  the	
  results	
  of	
  these	
  
assessments.	
  
Supply	
  s ourcing,	
  e xporting	
  & 	
  g overnment	
  p rocurement:	
  Businesses	
  are	
  selling	
  primarily	
  to	
  local	
  
customers,	
  yet	
  acquiring	
  supplies	
  primarily	
  from	
  outside	
  the	
  region.	
  Additional	
  research	
  on	
  this	
  
theme	
  could	
  help	
  determine	
  if	
  there	
  are	
  opportunities	
  to	
  address	
  barriers	
  that	
  prevent	
  businesses	
  
from	
  buying	
  locally.	
  	
  	
  In	
  addition,	
  a	
  relatively	
  low	
  number	
  of	
  businesses	
  indicated	
  they	
  export	
  to	
  
external	
  markets	
  and	
  /	
  or	
  engage	
  in	
  government	
  procurement.	
  	
  Workshops	
  could	
  be	
  offered	
  to	
  
raise	
  awareness	
  of	
  these	
  opportunities.	
  	
  	
  
Recruitment	
  a nd	
  retention	
  initiatives:	
  Over	
  two-­‐thirds	
  of	
  businesses	
  indicated	
  that	
  they	
  have	
  
experienced	
  challenges	
  both	
  recruiting	
  and	
  retaining	
  employees.	
  	
  Actions	
  on	
  this	
  theme	
  could	
  
involve	
  assisting	
  businesses	
  and	
  the	
  community	
  tap	
  into	
  coordinated	
  regional	
  recruitment	
  and	
  
marketing	
  initiatives,	
  focusing	
  recruitment	
  efforts	
  on	
  identified	
  groups,	
  expanding	
  the	
  scope	
  of	
  
recruitment	
  activities	
  (i.e.	
  beyond	
  local,	
  beyond	
  word	
  of	
  mouth),	
  and	
  undertaking	
  additional	
  
research	
  on	
  the	
  nature	
  of	
  retention	
  challenges.	
  
Training	
  o pportunities:	
   Respondents	
  acknowledged	
  the	
  importance	
  of	
  skilled	
  staff	
  to	
  their	
  
business	
  and	
  identified	
  retail/hospitality	
  and	
  trades	
  as	
  necessary	
  areas	
  of	
  professional	
  
development.	
  Given	
  the	
  limited	
  time	
  and	
  funding	
  resources	
  available	
  to	
  the	
  types	
  of	
  small	
  
Columbia	
  Basin	
  Business	
  Retention	
  and	
  Expansion	
  Project:	
  Report	
  on	
  Nakusp	
  Businesses	
  	
  

	
   3	
  

	
  
businesses	
  that	
  characterize	
  the	
  Nakusp	
  economy,	
  any	
  actions	
  on	
  this	
  theme	
  must	
  consider	
  
business	
  schedules	
  and	
  training	
  budgets.	
  	
  
Infrastructure:	
  Businesses	
  identified	
  infrastructure	
  as	
  the	
  primary	
  barrier	
  to	
  growth	
  in	
  their	
  
community.	
  Compiling	
  existing	
  research,	
  particularly	
  in	
  regards	
  to	
  energy	
  and	
  transportation	
  
infrastructure,	
  would	
  provide	
  an	
  opportunity	
  to	
  more	
  clearly	
  define	
  the	
  issues	
  and	
  identify	
  
possible	
  solutions.	
  
	
  

	
  

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

	
   4	
  

	
  

CONTENTS	
  
Executive	
  Summary	
  ................................................................................................................	
  2	
  
Key	
  Research	
  Findings	
  ....................................................................................................................	
  2	
  
Next	
  Steps	
  and	
  Potential	
  Actions	
  ...................................................................................................	
  3	
  

Contents	
  .................................................................................................................................	
  5	
  
List	
  of	
  Figures	
  .........................................................................................................................	
  7	
  
Project	
  Overview	
  ....................................................................................................................	
  1	
  
The	
  BRE	
  Concept	
  ............................................................................................................................	
  1	
  
Project	
  Objectives	
  ..........................................................................................................................	
  1	
  

Research	
  Considerations	
  ........................................................................................................	
  1	
  
The	
  BRE	
  Survey	
  ...............................................................................................................................	
  1	
  
The	
  Data	
  Set	
  ...................................................................................................................................	
  2	
  
Data	
  Collection	
  ...............................................................................................................................	
  2	
  
Data	
  Input,	
  Analysis	
  and	
  Reporting	
  ................................................................................................	
  2	
  

Research	
  Findings	
  ..................................................................................................................	
  3	
  
Company	
  Information	
  ....................................................................................................................	
  3	
  
Local	
  Workforce	
  .............................................................................................................................	
  9	
  
Sales	
  .............................................................................................................................................	
  17	
  
Facilities	
  and	
  Equipment	
  ..............................................................................................................	
  22	
  
Government	
  Services	
  ...................................................................................................................	
  27	
  
Business	
  Climate	
  ...........................................................................................................................	
  29	
  
Assessment	
  and	
  Plans	
  ..................................................................................................................	
  34	
  

Recommendations	
  ...............................................................................................................	
  37	
  
Next	
  Steps	
  ....................................................................................................................................	
  37	
  
Potential	
  Action	
  Areas	
  ..................................................................................................................	
  37	
  

	
  
	
  
	
  
	
  

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

	
   5	
  

	
  

Appendix	
  A:	
  Data	
  Tables	
  ......................................................................................................	
  40	
  
Company	
  Information	
  ..................................................................................................................	
  40	
  
Local	
  Workforce	
  ...........................................................................................................................	
  45	
  
Sales	
  .............................................................................................................................................	
  54	
  
Facilities	
  and	
  Equipment	
  ..............................................................................................................	
  59	
  
Government	
  Services	
  ...................................................................................................................	
  64	
  
Business	
  Climate	
  ...........................................................................................................................	
  65	
  
Assessment	
  and	
  Plans	
  ..................................................................................................................	
  70	
  
	
  
	
  

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

	
   6	
  

	
  

LIST	
  OF	
  FIGURES	
  
Figure	
  1:	
  NAICS	
  code	
  category	
  ...........................................................................................................	
  3	
  
Figure	
  2:	
  Function	
  of	
  facility	
  ...............................................................................................................	
  3	
  
Figure	
  3:	
  Location	
  of	
  competitors	
  ......................................................................................................	
  4	
  
Figure	
  4:	
  Success	
  factors	
  ....................................................................................................................	
  4	
  
Figure	
  5:	
  Key	
  words	
  in	
  respondents’	
  discussion	
  of	
  success	
  factors	
   ...................................................	
  4	
  
Figure	
  6:	
  Other	
  similar	
  locations	
  ........................................................................................................	
  5	
  
Figure	
  7:	
  Life	
  cycle	
  stage	
  ....................................................................................................................	
  5	
  
Figure	
  8:	
  Length	
  of	
  time	
  in	
  business	
  ...................................................................................................	
  6	
  
Figure	
  9:	
  Type	
  of	
  business	
  ..................................................................................................................	
  6	
  
Figure	
  10:	
  Location	
  of	
  headquarters	
  ..................................................................................................	
  6	
  
Figure	
  11:	
  Ownership	
  and	
  management	
  changes	
  ..............................................................................	
  7	
  
Figure	
  12:	
  Anticipated	
  timeline	
  for	
  ownership	
  change	
  ......................................................................	
  7	
  
Figure	
  13:	
  Anticipated	
  exit	
  strategy	
  ...................................................................................................	
  8	
  
Figure	
  14:	
  Existence	
  of	
  formal	
  succession	
  plan	
  ..................................................................................	
  8	
  
Figure	
  15:	
  Existence	
  of	
  current	
  business	
  plan	
  ....................................................................................	
  8	
  
Figure	
  16:	
  Total	
  number	
  of	
  employees	
  ..............................................................................................	
  9	
  
Figure	
  17:	
  Nature	
  of	
  employment	
  ......................................................................................................	
  9	
  
Figure	
  18:	
  Employment	
  trend	
  over	
  last	
  10	
  years	
  .............................................................................	
  10	
  
Figure	
  19:	
  Full-­‐time	
  employment	
  trend	
  over	
  last	
  3	
  years	
  ................................................................	
  10	
  
Figure	
  20:	
  Full	
  time	
  employment	
  trend	
  over	
  next	
  3	
  years	
  ...............................................................	
  10	
  
Figure	
  21:	
  Age	
  of	
  the	
  majority	
  of	
  essential	
  employees	
  ....................................................................	
  11	
  
Figure	
  22:	
  Wages	
  in	
  relation	
  to	
  other	
  businesses	
  in	
  the	
  region	
  .......................................................	
  12	
  
Figure	
  23:	
  Trend	
  in	
  unfilled	
  positions	
  ...............................................................................................	
  12	
  
Figure	
  24:	
  Location	
  of	
  workforce	
  recruitment	
  .................................................................................	
  12	
  
Figure	
  25:	
  Recruitment	
  and	
  retention	
  challenges	
  ............................................................................	
  13	
  
Figure	
  26:	
  Key	
  words	
  in	
  respondents'	
  discussion	
  of	
  recruitment	
  activities	
  .....................................	
  13	
  
Figure	
  27:	
  Key	
  words	
  in	
  respondents'	
  discussion	
  of	
  retention	
  efforts	
  .............................................	
  14	
  
Figure	
  28:	
  Current	
  recruitment	
  areas	
  ...............................................................................................	
  14	
  
Figure	
  29:	
  Future	
  recruitment	
  areas	
  ................................................................................................	
  15	
  
Figure	
  30:	
  Skill	
  level	
  of	
  majority	
  of	
  workforce	
  ..................................................................................	
  15	
  
Figure	
  31:	
  Training	
  or	
  professional	
  development	
  needs	
  ..................................................................	
  16	
  
Figure	
  32:	
  Preferred	
  modes	
  of	
  training	
  ............................................................................................	
  16	
  
Figure	
  33:	
  Usual	
  training	
  locations	
  ...................................................................................................	
  17	
  
Figure	
  34:	
  Status	
  of	
  labour	
  relations	
  ................................................................................................	
  17	
  
Figure	
  35:	
  Annual	
  sales	
  ....................................................................................................................	
  17	
  
Figure	
  36:	
  Status	
  of	
  market	
  for	
  product/service	
  ..............................................................................	
  17	
  
Figure	
  37:	
  Status	
  of	
  market	
  share	
  ....................................................................................................	
  17	
  
Figure	
  38:	
  Projected	
  sales	
  growth	
  over	
  next	
  year	
  ............................................................................	
  18	
  
Figure	
  39:	
  Historic	
  sales	
  trend	
  at	
  facility	
  ..........................................................................................	
  18	
  
Figure	
  40:	
  Historic	
  sales	
  trend	
  at	
  parent	
  company	
  ..........................................................................	
  19	
  
Figure	
  41:	
  Historic	
  sales	
  trend	
  in	
  industry	
  ........................................................................................	
  19	
  
Figure	
  42:	
  Historic	
  export	
  sales	
  trend	
  ..............................................................................................	
  19	
  
Figure	
  43:	
  Component	
  of	
  sales	
  generated	
  by	
  top	
  3	
  customers	
  .......................................................	
  20	
  
Figure	
  44:	
  Geographic	
  source	
  of	
  majority	
  of	
  sales	
  ...........................................................................	
  20	
  
Figure	
  45:	
  International	
  trade	
  status	
  ...............................................................................................	
  21	
  
Figure	
  46:	
  Engagement	
  with	
  government	
  procurement	
  processes	
  .................................................	
  21	
  
Figure	
  47:	
  Geographic	
  source	
  of	
  majority	
  of	
  supplies	
  ......................................................................	
  21	
  

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

	
   7	
  

	
  
Figure	
  48:	
  Size	
  of	
  facility	
  ...................................................................................................................	
  22	
  
Figure	
  49:	
  Condition	
  of	
  facility	
  .........................................................................................................	
  22	
  
Figure	
  50:	
  Condition	
  of	
  equipment	
  ..................................................................................................	
  22	
  
Figure	
  51:	
  Number	
  of	
  shifts	
  ..............................................................................................................	
  23	
  
Figure	
  52:	
  Ownership	
  status	
  of	
  facility	
  .............................................................................................	
  23	
  
Figure	
  53:	
  Length	
  of	
  time	
  remaining	
  on	
  lease	
  ..................................................................................	
  23	
  
Figure	
  54:	
  Investment	
  in	
  facility	
  (past	
  18	
  months)	
  ...........................................................................	
  24	
  
Figure	
  55:	
  Investment	
  in	
  equipment	
  (past	
  18	
  months)	
  ....................................................................	
  24	
  
Figure	
  56:	
  Plans	
  to	
  expand	
  within	
  three	
  years	
  .................................................................................	
  24	
  
Figure	
  57:	
  Adequacy	
  of	
  current	
  site	
  to	
  support	
  expansion	
  ..............................................................	
  25	
  
Figure	
  58:	
  Estimated	
  expansion	
  investment	
  ....................................................................................	
  25	
  
Figure	
  59:	
  Barriers	
  to	
  expansion	
  of	
  business	
  ....................................................................................	
  25	
  
Figure	
  60:	
  Expansion	
  assistance	
  sought	
  ...........................................................................................	
  26	
  
Figure	
  61:	
  Considering	
  energy	
  efficiency	
  in	
  expansion	
  plans	
  ...........................................................	
  26	
  
Figure	
  62:	
  Awareness	
  of	
  BC	
  Hydro	
  Power	
  Smart	
  .............................................................................	
  26	
  
Figure	
  63:	
  Rating	
  of	
  government	
  services	
  ........................................................................................	
  27	
  
Figure	
  64:	
  Suggested	
  improvements	
  to	
  government	
  services	
  .........................................................	
  28	
  
Figure	
  65:	
  Business	
  climate	
  factors	
  ..................................................................................................	
  29	
  
Figure	
  66:	
  Business	
  climate	
  today	
  vs.	
  5	
  years	
  ago	
  ............................................................................	
  30	
  
Figure	
  67:	
  Business	
  climate	
  5	
  years	
  from	
  today	
  ...............................................................................	
  30	
  
Figure	
  68:	
  Key	
  words	
  in	
  respondents’	
  discussion	
  of	
  the	
  community’s	
  strengths	
  as	
  a	
  place	
  to	
  do	
  
business	
  ............................................................................................................................................	
  32	
  
Figure	
  69:	
  Key	
  words	
  in	
  respondents'	
  discussion	
  of	
  the	
  community’s	
  weakness	
  as	
  a	
  place	
  to	
  do	
  
business	
  ............................................................................................................................................	
  33	
  
Figure	
  71:	
  Barriers	
  to	
  growth	
  in	
  the	
  community’s	
  economy	
  ............................................................	
  33	
  
Figure	
  72:	
  Key	
  words	
  in	
  respondents’	
  discussion	
  of	
  customers	
  to	
  attract	
  to	
  the	
  area	
  ....................	
  34	
  
Figure	
  73:	
  Company's	
  overall	
  health	
  ................................................................................................	
  34	
  
Figure	
  74:	
  Overall	
  health	
  of	
  parent	
  company	
  ..................................................................................	
  35	
  
Figure	
  75:	
  Local	
  management's	
  attitude	
  toward	
  community	
  ..........................................................	
  35	
  
Figure	
  76:	
  Parent	
  company's	
  attitude	
  toward	
  local	
  community	
  ......................................................	
  35	
  
Figure	
  77:	
  Risk	
  of	
  facility	
  closing	
  .......................................................................................................	
  36	
  
Figure	
  78:	
  Risk	
  of	
  facility	
  downsizing	
  ................................................................................................	
  36	
  

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

	
   8	
  

	
  

PROJECT	
  OVERVIEW	
  
This	
  report	
  describes	
  findings	
  from	
  a	
  Business	
  Retention	
  and	
  Expansion	
  (BRE)	
  survey	
  conducted	
  in	
  
the	
  Nakusp	
  area	
  between	
  January	
  and	
  May	
  2013.	
  The	
  Nakusp	
  and	
  Area	
  Development	
  Board	
  acted	
  
as	
  the	
  community	
  sponsor	
  for	
  the	
  BRE	
  project.	
  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	
  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	
  BRE	
  project	
  are	
  as	
  follows:	
  
1. To	
  strengthen	
  the	
  relationship	
  between	
  the	
  community	
  and	
  its	
  businesses.	
  
2. To	
  identify	
  and	
  provide	
  follow-­‐up	
  support	
  to	
  businesses	
  who	
  are	
  positioned	
  to	
  expand	
  or	
  
are	
  at	
  risk	
  for	
  closure.	
  	
  
3. To	
  develop	
  data-­‐supported	
  recommendations	
  regarding	
  important	
  future	
  focus	
  areas	
  for	
  
strengthening	
  the	
  area’s	
  business	
  climate.	
  	
  	
  	
  

RESEARCH	
  CONSIDERATIONS	
  
THE	
  BRE	
  SURVEY	
  
The	
  RDI	
  has	
  a	
  licence	
  agreement	
  with	
  the	
  Economic	
  Development	
  Association	
  of	
  BC	
  for	
  BC	
  
Business	
  Counts,	
  a	
  program	
  that	
  provides	
  access	
  to	
  an	
  online	
  BRE	
  survey,	
  contact	
  management,	
  
and	
  reporting	
  system	
  called	
  ExecutivePulse.	
  	
  Data	
  presented	
  in	
  this	
  report	
  were	
  collected	
  as	
  part	
  
of	
  a	
  comprehensive	
  BRE	
  survey	
  that	
  is	
  aligned	
  with	
  surveys	
  conducted	
  by	
  other	
  participants	
  in	
  the	
  
BC	
  Business	
  Counts	
  program	
  across	
  the	
  province.	
  Survey	
  data	
  can	
  therefore	
  be	
  analyzed	
  at	
  a	
  
community,	
  sub-­‐regional,	
  regional	
  and	
  provincial	
  level.	
  	
  
The	
  base	
  survey2,	
  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,	
  ten	
  region-­‐specific	
  questions	
  were	
  appended	
  to	
  the	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  
2	
  Long	
  and	
  Short	
  BRE	
  Surveys	
  are	
  available	
  at:	
  http://cbrdi.ca/research-­‐areas/applied-­‐

research/business-­‐retention-­‐expansion/	
  	
  

1	
  
	
  

	
  
base	
  BRE	
  survey.	
  Researchers	
  verified	
  each	
  business’	
  North	
  American	
  Industry	
  Classification	
  
System	
  (NAICS)	
  code	
  in	
  advance	
  of	
  the	
  interview	
  to	
  determine	
  which	
  sector-­‐specific	
  add	
  on	
  survey	
  
to	
  include,	
  if	
  any.	
  	
  

THE	
  DATA	
  SET	
  
To	
  generate	
  an	
  initial	
  set	
  of	
  potential	
  research	
  participants,	
  researchers	
  reviewed	
  local	
  business	
  
license	
  and	
  Chamber	
  of	
  Commerce	
  membership	
  databases.	
  A	
  cross-­‐section	
  of	
  businesses	
  was	
  
selected	
  based	
  on	
  size	
  (small,	
  medium,	
  large)	
  and	
  type	
  (according	
  to	
  the	
  NAICS	
  system).	
  A	
  total	
  of	
  
60	
  businesses	
  were	
  contacted	
  and	
  asked	
  to	
  participate	
  in	
  interviews.	
  	
  In	
  total,	
  46	
  businesses	
  were	
  
interviewed	
  for	
  this	
  project	
  between	
  January	
  and	
  May	
  2013	
  (77%	
  response	
  rate).	
  	
  The	
  short	
  survey	
  
instrument	
  was	
  used	
  for	
  the	
  majority	
  of	
  businesses	
  and	
  the	
  long	
  survey	
  instrument	
  was	
  used	
  only	
  
for	
  larger	
  businesses.	
  

DATA	
  COLLECTION	
  
Data	
  were	
  collected	
  by	
  two	
  volunteer	
  researchers,	
  including	
  and	
  as	
  directed	
  by	
  the	
  Local	
  BRE	
  
Lead,	
  using	
  structured	
  interviews	
  that	
  lasted	
  approximately	
  one	
  hour	
  and	
  twenty	
  minutes.	
  	
  The	
  
process	
  in	
  total	
  took	
  approximately	
  four	
  hours	
  per	
  business,	
  including	
  setting	
  up	
  interviews,	
  the	
  
interview	
  itself,	
  and	
  data	
  input.	
  

DATA	
  INPUT,	
  ANALYSIS	
  AND	
  REPORTING	
  
Data	
  were	
  entered	
  into	
  the	
  ExecutivePulse	
  system	
  by	
  researchers	
  following	
  interviews.	
  To	
  ensure	
  
confidentiality	
  and	
  data	
  security,	
  company-­‐level	
  data	
  were	
  only	
  made	
  accessible	
  to	
  RDI	
  staff	
  and	
  
the	
  local	
  BRE	
  lead,	
  all	
  of	
  who	
  had	
  signed	
  a	
  confidentiality	
  agreement	
  with	
  Selkirk	
  College.	
  	
  	
  
Quantitative	
  data	
  were	
  analysed	
  using	
  descriptive	
  statistics	
  and	
  qualitative	
  data	
  were	
  analysed	
  
using	
  the	
  grounded	
  theory	
  method	
  of	
  generating	
  key	
  coding	
  themes.	
  Based	
  on	
  the	
  results	
  of	
  data	
  
analysis	
  activities,	
  an	
  initial	
  set	
  of	
  recommendations	
  was	
  generated	
  by	
  RDI	
  and	
  then	
  reviewed	
  with	
  
the	
  Nakusp	
  and	
  Area	
  Development	
  Board.	
  	
  Findings	
  and	
  related	
  recommendations	
  were	
  
assembled	
  into	
  this	
  report	
  by	
  RDI	
  researchers.	
  
	
  

	
  

2	
  
	
  

	
  

RESEARCH	
  FINDINGS	
  
COMPANY	
  INFORMATION	
  
Type	
  o f	
  P roduct/Service	
  O ffered	
  
Businesses	
  interviewed	
  represented	
  a	
  diverse	
  cross-­‐section	
  of	
  industries.	
  Most	
  common	
  were	
  
retail	
  and	
  wholesale	
  trade	
  (43%	
  of	
  businesses)	
  and	
  accommodation	
  and	
  food	
  services	
  (22%).	
  	
  
Figure	
  1:	
  NAICS	
  code	
  category	
  

other	
  services	
  
accommodakon	
  and	
  food	
  
arts,	
  entertainment	
  and	
  
professional,	
  scienkfic	
  and	
  
finance/insurance	
  
retail	
  and	
  wholesale	
  trade	
  
manufacturing	
  
construckon	
  
uklikes	
  
agriculture,	
  forestry,	
  fishing	
  

4%	
  
22%	
  
0%	
  
9%	
  
2%	
  
43%	
  
2%	
  
7%	
  
0%	
  
11%	
  
0%	
  

10%	
   20%	
   30%	
   40%	
   50%	
  

	
  

Ninety-­‐five	
  percent	
  of	
  respondents	
  indicated	
  that	
  their	
  facility	
  fulfils	
  a	
  service	
  function.	
  	
  In	
  
addition,	
  	
  21%	
  indicated	
  that	
  their	
  facility	
  serves	
  a	
  distribution	
  fuction.	
  	
  The	
  remaining	
  
respondents	
  indicated	
  that	
  their	
  facility	
  serves	
  various	
  other	
  functions.	
  
Figure	
  2:	
  Function	
  of	
  facility	
  

Warehousing	
  

12%	
  

Services	
  

95%	
  

Manufacturing	
  

7%	
  

Headquarters	
  

5%	
  

Engineering	
  /	
  R&D	
  

9%	
  
21%	
  

Distribukon	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

100%	
  

	
  

Competition	
  
	
  
Eighty-­‐three	
  percent	
  of	
  respondents	
  reported	
  that	
  their	
  competitors	
  are	
  primarily	
  located	
  within	
  
the	
  community	
  or	
  region.	
  	
  Fifty-­‐seven	
  percent	
  of	
  employees	
  indicated	
  that	
  their	
  competitors	
  are	
  
located	
  elsewhere	
  in	
  BC.	
  
3	
  
	
  

	
  
Figure	
  3:	
  Location	
  of	
  competitors	
  

Internakonal	
  

4%	
  

Elsewhere	
  in	
  Canada	
  

2%	
  
57%	
  

Elsewhere	
  in	
  BC	
  
Local/regional	
  

83%	
  
0%	
   20%	
   40%	
   60%	
   80%	
   100%	
  

	
  

When	
  asked	
  what	
  factors	
  make	
  their	
  company	
  successful	
  in	
  the	
  community,	
  the	
  highest	
  number	
  
of	
  respondents	
  (67%)	
  cited	
  the	
  quality	
  of	
  their	
  staff	
  and	
  customer	
  service.	
  	
  Forty-­‐eight	
  percent	
  
mentioned	
  their	
  length	
  of	
  time	
  in	
  business	
  and	
  thirty	
  percent	
  said	
  their	
  quality	
  products	
  and	
  
service	
  were	
  a	
  key	
  factor	
  in	
  their	
  success.	
  
Figure	
  4:	
  Success	
  factors	
  

other	
  
local	
  supply	
  
inveskng	
  in	
  new	
  equipment	
  
niche	
  market	
  /	
  market	
  share	
  
length	
  of	
  kme	
  in	
  business	
  
customers	
  /	
  reputakon	
  
quality	
  staff	
  &	
  customer	
  service	
  
diversity,	
  flexibility/hours	
  of	
  operakon	
  &	
  
quality	
  products	
  &	
  service	
  
locakon	
  /	
  proximity	
  to	
  markets	
  or	
  
family	
  friendly	
  &	
  safe	
  

20%	
  
4%	
  
0%	
  
11%	
  
48%	
  
33%	
  
67%	
  
4%	
  
30%	
  
28%	
  
0%	
  
0%	
   10%	
   20%	
   30%	
   40%	
   50%	
   60%	
   70%	
   80%	
  

	
  

Figure	
  5:	
  Key	
  words	
  in	
  respondents’	
  discussion	
  of	
  success	
  factors	
  

“We’re	
  a	
  long	
  time	
  business.	
  Excellent	
  customer	
  
service.	
  We	
  know	
  our	
  clients	
  very	
  well	
  and	
  service	
  
them.”	
  	
  
“Customer	
  service.	
  Location	
  and	
  a	
  regular	
  loyal	
  
clientele”	
  
“Location,	
  service,	
  well	
  run	
  organization.	
  Many	
  
repeat	
  visitors.	
  We	
  take	
  care	
  of	
  our	
  guests	
  well.”	
  

	
  

	
  

4	
  
	
  

	
  
Seventeen	
  percent	
  of	
  interviewed	
  businesses	
  indicated	
  that	
  their	
  company	
  has	
  a	
  similar	
  location	
  
elsewhere	
  in	
  Canada	
  and	
  5%	
  	
  indicated	
  that	
  their	
  company	
  has	
  a	
  similar	
  location	
  in	
  another	
  
country.	
  
Figure	
  6:	
  Other	
  similar	
  locations	
  

Elsewhere	
  in	
  World	
  

5%	
  

In	
  Canada	
  

17%	
  
0%	
  

5%	
  

10%	
  

15%	
  

20%	
  

	
  

Age	
  a nd	
  L ife	
  C ycle	
  S tage	
  
Forty-­‐three	
  percent	
  of	
  businesses	
  indicated	
  that	
  they	
  are	
  in	
  the	
  “maturing”	
  stage	
  of	
  the	
  business	
  
life	
  cycle.	
  	
  Twenty-­‐eight	
  percent	
  indicated	
  that	
  they	
  are	
  in	
  the	
  “growing”	
  stage	
  of	
  the	
  business	
  life	
  
cycle.	
  
Figure	
  7:	
  Life	
  cycle	
  stage	
  

Declining	
  

13%	
  

Maturing	
  (status	
  quo)	
  

43%	
  

Growing	
  

28%	
  
15%	
  

Emerging	
  
0%	
  

10%	
  

20%	
  

30%	
  

40%	
  

50%	
  

	
  

Fifty-­‐seven	
  percent	
  of	
  the	
  businesses	
  interviewed	
  have	
  been	
  in	
  operation	
  for	
  more	
  than	
  20	
  years,	
  
while	
  9%	
  of	
  respondent	
  businesses	
  are	
  less	
  than	
  one	
  year	
  old.	
  

5	
  
	
  

	
  
Figure	
  8:	
  Length	
  of	
  time	
  in	
  business	
  

57%	
  

More	
  than	
  20	
  years	
  
17%	
  

10-­‐19	
  years	
  
7%	
  

5-­‐9	
  years	
  

11%	
  

1-­‐4	
  years	
  

9%	
  

Less	
  than	
  1	
  year	
  
0%	
  

20%	
  

40%	
  

60%	
  

	
  

Ownership	
  a nd	
  M anagement	
  
A	
  majority	
  of	
  respondents	
  (61%)	
  indicated	
  that	
  their	
  business	
  is	
  registered	
  as	
  a	
  corporation	
  and	
  
26%	
  indicated	
  that	
  they	
  are	
  a	
  sole	
  proprietorship.	
  	
  The	
  remaining	
  businesses	
  are	
  classified	
  as	
  
either	
  a	
  partnership	
  (9%)	
  or	
  other	
  type	
  of	
  company	
  (4%).	
  
Figure	
  9:	
  Type	
  of	
  business	
  

Other	
  

4%	
  

Non-­‐Profit	
  

0%	
  

Limited	
  Liability	
  Partnership	
  

0%	
  

Corporakon	
  

61%	
  

Partnership	
  

9%	
  

Sole	
  Proprietorship	
  

26%	
  
0%	
   10%	
  20%	
  30%	
  40%	
  50%	
  60%	
  70%	
  

	
  

The	
  vast	
  majority	
  of	
  repondents	
  (98%)	
  reported	
  that	
  their	
  company	
  is	
  headquartered	
  in	
  BC.	
  
Figure	
  10:	
  Location	
  of	
  headquarters	
  

Internakonal	
  

0%	
  

In	
  Canada	
  

2%	
  

98%	
  

In	
  Province	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

100%	
   120%	
  

	
  
6	
  

	
  

	
  
Seventeen	
  percent	
  of	
  businesses	
  reported	
  that	
  their	
  company	
  has	
  seen	
  a	
  recent	
  ownership	
  
change,	
  24%	
  reported	
  a	
  recent	
  management	
  change,	
  and	
  22%	
  anticipate	
  a	
  change	
  in	
  ownership	
  in	
  
the	
  near	
  term.	
  	
  Of	
  the	
  businesses	
  reporting	
  a	
  recent	
  ownership	
  change,	
  all	
  8	
  said	
  the	
  impact	
  was	
  
positive.	
  	
  Of	
  businesses	
  reporting	
  a	
  recent	
  change	
  in	
  management,	
  9	
  said	
  the	
  change	
  was	
  positive	
  
and	
  2	
  said	
  it	
  was	
  neutral.	
  
Figure	
  11:	
  Ownership	
  and	
  management	
  changes	
  

Pending	
  ownership	
  change	
  

22%	
  

Recent	
  management	
  change	
  

24%	
  

17%	
  

Recent	
  ownership	
  change	
  

0%	
   5%	
   10%	
   15%	
   20%	
   25%	
   30%	
  

	
  

Succession	
  a nd	
  B usiness	
  P lans	
  
Of	
  the	
  10	
  businesses	
  that	
  expect	
  to	
  see	
  an	
  ownership	
  change	
  in	
  the	
  near	
  future,	
  9	
  indicated	
  the	
  
process	
  will	
  take	
  three	
  or	
  more	
  years	
  and	
  1	
  thinks	
  it	
  will	
  take	
  one	
  year	
  or	
  less.	
  
Figure	
  12:	
  Anticipated	
  timeline	
  for	
  ownership	
  change	
  

3	
  yrs	
  or	
  more	
  

9	
  

2	
  yrs	
  

0	
  

1	
  yr	
  or	
  less	
  

1	
  

0	
  

1	
  

2	
  

3	
  

4	
  

5	
  

6	
  

7	
  

8	
  

9	
  

10	
  

	
  

Again,	
  of	
  the	
  respondents	
  that	
  anticipate	
  a	
  near-­‐term	
  ownership	
  change,	
  1	
  expects	
  to	
  exit	
  the	
  
business	
  by	
  selling	
  it	
  to	
  another	
  company,	
  6	
  expect	
  to	
  sell	
  or	
  transfer	
  it	
  to	
  another	
  non-­‐family	
  
individual,	
  and	
  1	
  expects	
  to	
  transfer	
  it	
  to	
  a	
  family	
  member.	
  
	
  

	
  

7	
  
	
  

	
  
Figure	
  13:	
  Anticipated	
  exit	
  strategy	
  

another	
  company	
  sale/
transfer	
  

1	
  

6	
  

non-­‐family	
  sale/transfer	
  

family	
  sale/transfer	
  

1	
  
0	
  

1	
  

2	
  

3	
  

4	
  

5	
  

6	
  

7	
  

	
  

Of	
  the	
  46	
  businesses	
  interviewed,	
  1	
  has	
  identified	
  a	
  successor	
  and	
  only	
  2	
  have	
  reported	
  that	
  they	
  
have	
  a	
  formal	
  succession	
  plan	
  in	
  place	
  and	
  were	
  assisted	
  in	
  the	
  development	
  of	
  their	
  plans.	
  
Figure	
  14:	
  Existence	
  of	
  formal	
  succession	
  plan	
  

Yes	
  
5%	
  

No	
  
34%	
  
N/A	
  
61%	
  

	
  
Engagement	
  with	
  business	
  planning	
  is	
  substantially	
  stronger	
  than	
  that	
  for	
  formal	
  succession	
  
planning—98%	
  of	
  businesses	
  indicated	
  that	
  they	
  have	
  a	
  current	
  business	
  plan.	
  
Figure	
  15:	
  Existence	
  of	
  current	
  business	
  plan	
  

No	
  
2%	
  

Yes	
  
98%	
  

	
  
8	
  
	
  

	
  

LOCAL	
  WORKFORCE	
  
Size	
  o f	
  W orkforce	
  
The	
  46	
  businesses	
  interviewed	
  reported	
  a	
  total	
  of	
  551	
  employees.	
  	
  Eighty-­‐three	
  percent	
  indicated	
  
that	
  they	
  have	
  less	
  than	
  10	
  employees	
  and	
  2%	
  indicated	
  they	
  had	
  between	
  50	
  and	
  99	
  employees.	
  
Figure	
  16:	
  Total	
  number	
  of	
  employees	
  

100+	
  

0%	
  

50-­‐99	
  

2%	
  

20-­‐49	
  

11%	
  

10-­‐19	
  

4%	
  

5-­‐9	
  

11%	
  

less	
  
than	
  5	
  

72%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

	
  

Sixty-­‐four	
  percent	
  of	
  positions	
  at	
  surveyed	
  businesses	
  are	
  full-­‐time,	
  20%	
  are	
  part-­‐time,	
  and	
  16%	
  
are	
  temporary.	
  
Figure	
  17:	
  Nature	
  of	
  employment	
  

Temporary	
  

16%	
  

20%	
  

Part-­‐Time	
  

Full-­‐Time	
  

64%	
  
0%	
  

10%	
  

20%	
  

30%	
  

40%	
  

50%	
  

60%	
  

70%	
  

	
  

Seventy-­‐four	
  percent	
  of	
  respondents	
  indicated	
  that	
  the	
  number	
  of	
  employees	
  at	
  their	
  facility	
  is	
  
about	
  the	
  same	
  as	
  it	
  was	
  10	
  years	
  ago.	
  	
  Over	
  the	
  same	
  time	
  period,	
  ten	
  percent	
  indicated	
  that	
  
their	
  workforce	
  has	
  increased	
  in	
  size	
  and	
  seventeen	
  percent	
  reported	
  that	
  the	
  workforce	
  has	
  
decreased	
  in	
  size.	
  

9	
  
	
  

	
  
Figure	
  18:	
  Employment	
  trend	
  over	
  last	
  10	
  years	
  

10%	
  

Increased	
  

Stayed	
  the	
  same	
  

74%	
  

Decreased	
  

17%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

	
  

Respondents	
  reported	
  a	
  similar	
  trend	
  specific	
  to	
  full-­‐time	
  employment	
  over	
  the	
  last	
  3	
  years.	
  	
  Sixty-­‐
five	
  percent	
  of	
  businesses	
  indicated	
  that	
  the	
  size	
  of	
  their	
  full-­‐time	
  workforce	
  has	
  remained	
  the	
  
same,	
  while	
  15%	
  and	
  20%	
  of	
  businesses	
  reported	
  an	
  increase	
  and	
  decrease,	
  respectively.	
  
	
  
Figure	
  19:	
  Full-­‐time	
  employment	
  trend	
  over	
  last	
  3	
  years	
  

Increased	
  

15%	
  

Stayed	
  the	
  same	
  

65%	
  

Decreased	
  

20%	
  
0%	
  

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

	
  

Sixty-­‐one	
  percent	
  of	
  respondents	
  expect	
  that	
  the	
  size	
  of	
  their	
  full-­‐time	
  work	
  force	
  will	
  stay	
  the	
  
same	
  over	
  the	
  next	
  3	
  years	
  and	
  33%	
  expect	
  that	
  it	
  will	
  increase.	
  
Figure	
  20:	
  Full	
  time	
  employment	
  trend	
  over	
  next	
  3	
  years	
  

Increasing	
  

33%	
  

Staying	
  the	
  same	
  
Decreasing	
  

61%	
  
7%	
  
0%	
   10%	
   20%	
   30%	
   40%	
   50%	
   60%	
   70%	
  

	
  
10	
  

	
  

	
  
Employees	
  
Fifty-­‐seven	
  percent	
  of	
  respondents	
  indicate	
  the	
  majority	
  of	
  their	
  essential	
  employees	
  are	
  between	
  
35-­‐49	
  years	
  of	
  age,	
  and	
  24%	
  of	
  respondents	
  indicate	
  that	
  the	
  majority	
  of	
  their	
  essential	
  employees	
  
are	
  over	
  50.	
  
Figure	
  21:	
  Age	
  of	
  the	
  majority	
  of	
  essential	
  employees	
  

50+	
  

24%	
  

35	
  to	
  49	
  

57%	
  

25	
  to	
  34	
  

17%	
  

Less	
  than	
  25	
  

2%	
  
0%	
  

10%	
  

20%	
  

30%	
  

40%	
  

50%	
  

60%	
  

	
  

	
  
When	
  asked	
  which	
  issues	
  they	
  believed	
  were	
  critical	
  to	
  their	
  employees,	
  respondents	
  cited	
  various	
  
areas	
  of	
  concern.	
  	
  Businesses	
  indicated	
  that	
  the	
  cost	
  of	
  living	
  (89%),	
  housing	
  (85%),	
  and	
  child	
  care	
  
(78%)	
  were	
  particularly	
  significant.	
  
	
  
Figure	
  76:	
  Critical	
  issues	
  for	
  employees	
  

Other	
  

63%	
  

Transportakon	
  

37%	
  

Housing	
  

85%	
  

Cost	
  of	
  living	
  

89%	
  
78%	
  

Child	
  care	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

100%	
  

	
  

The	
  vast	
  majority	
  of	
  employees	
  at	
  interviewed	
  businesses	
  live	
  within	
  the	
  community	
  (93%).	
  	
  One	
  
business	
  indicated	
  that	
  between	
  25%	
  and	
  49%	
  of	
  their	
  employees	
  live	
  outside	
  the	
  region.	
  
Wages	
  
When	
  reporting	
  on	
  average	
  wages	
  for	
  skilled	
  or	
  professional	
  workers	
  in	
  the	
  area,	
  the	
  highest	
  
number	
  of	
  respondents	
  (46%)	
  indicated	
  that	
  they	
  pay	
  between	
  $30	
  and	
  $49	
  per	
  hour.	
  	
  For	
  semi-­‐
skilled	
  workers,	
  the	
  highest	
  number	
  of	
  respondents	
  (48%)	
  indicated	
  that	
  they	
  pay	
  between	
  $20	
  
and	
  $24	
  per	
  hour.	
  	
  For	
  entry	
  level	
  workers,	
  the	
  highest	
  number	
  of	
  respondents	
  (55%)	
  indicated	
  
that	
  they	
  pay	
  between	
  $10	
  and	
  $12	
  per	
  hour.	
  	
  Twenty	
  percent	
  of	
  businesses	
  think	
  that	
  they	
  pay	
  
more	
  than	
  other	
  businesses	
  in	
  the	
  area	
  and	
  80%	
  think	
  they	
  pay	
  about	
  the	
  same.	
  
11	
  
	
  

	
  
Figure	
  22:	
  Wages	
  in	
  relation	
  to	
  other	
  businesses	
  in	
  the	
  region	
  

Greater	
  than	
  

20%	
  

Same	
  

80%	
  

Less	
  than	
  

0%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

100%	
  

	
  

Recruitment	
  a nd	
  R etention	
  
The	
  majority	
  of	
  respondents	
  (76%)	
  reported	
  that	
  the	
  number	
  of	
  unfilled	
  positions	
  at	
  their	
  facility	
  is	
  
staying	
  relatively	
  constant.	
  
Figure	
  23:	
  Trend	
  in	
  unfilled	
  positions	
  

Increasing	
  

10%	
  

Staying	
  the	
  same	
  

76%	
  

Decreasing	
  

15%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

	
  

Ninety-­‐five	
  percent	
  of	
  respondents	
  indicated	
  that	
  they	
  mainly	
  recruit	
  locally,	
  2%	
  recruit	
  
provincially,	
  and	
  2%	
  recruit	
  at	
  a	
  national	
  scale.	
  
Figure	
  24:	
  Location	
  of	
  workforce	
  recruitment	
  

Internakonal	
  

0%	
  

Nakonal	
  

2%	
  

Provincial	
  

2%	
  

Local	
  

95%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
   100%	
   120%	
  

	
  
12	
  

	
  

	
  
Seventy-­‐three	
  percent	
  of	
  respondents	
  have	
  experienced	
  challenges	
  recruiting	
  new	
  employees	
  and	
  
72%	
  have	
  experienced	
  challenges	
  retaining	
  existing	
  employees.	
  
Figure	
  25:	
  Recruitment	
  and	
  retention	
  challenges	
  

Recrtuitment	
  Challenges	
  

Retenkon	
  Challenges	
  

73%	
  

72%	
  

71%	
   71%	
   72%	
   72%	
   73%	
   73%	
   74%	
  

	
  

When	
  asked	
  what	
  efforts	
  their	
  business	
  has	
  undertaken	
  to	
  recruit	
  new	
  employees,	
  51%	
  said	
  they	
  
rely	
  on	
  on	
  word	
  of	
  mouth	
  advertising,	
  21%	
  rely	
  on	
  newspaper	
  advertisements,	
  and	
  21%	
  use	
  formal	
  
advertising.	
  
Figure	
  26:	
  Key	
  words	
  in	
  respondents'	
  discussion	
  of	
  recruitment	
  activities
	
  “Really	
  hard	
  to	
  find	
  good	
  workers	
  in	
  the	
  
community.	
  	
  Owners	
  are	
  the	
  main	
  full	
  time	
  
employees.”	
  
“Entry	
  level	
  staff	
  are	
  always	
  local	
  students	
  
that	
  are	
  still	
  in	
  school.	
  Once	
  they	
  graduate	
  
they	
  leave	
  the	
  area.	
  So	
  in	
  particular	
  the	
  
casual/seasonal	
  staff	
  “change	
  regularly.	
  	
  
Full	
  time	
  staff	
  not	
  at	
  all	
  very	
  stable.	
  Owner	
  
operators	
  represent	
  the	
  most	
  Full	
  time.”	
  

	
  

	
  

“Perception	
  for	
  young	
  mechanics	
  is	
  they	
  
make	
  more	
  money	
  in	
  the	
  Oil	
  Patch.	
  Cannot	
  
get	
  mechanics	
  even	
  though	
  there	
  are	
  jobs	
  
available.	
  	
  Often	
  secondary	
  employment	
  
for	
  spouse	
  is	
  not	
  available.”	
  

When	
  asked	
  what	
  efforts	
  have	
  been	
  undertaken	
  by	
  the	
  business	
  to	
  retain	
  existing	
  employees,	
  
respondents	
  reported	
  offering	
  competitive	
  wages	
  (5),	
  providing	
  employee	
  training	
  opportunities	
  
(5),	
  and	
  offering	
  benefits	
  packages	
  (4).	
  	
  Nineteen	
  respondents	
  reported	
  using	
  “Other”	
  methods	
  to	
  
retain	
  employees.	
  	
  	
  

13	
  
	
  

	
  
Figure	
  27:	
  Key	
  words	
  in	
  respondents'	
  discussion	
  of	
  retention	
  efforts
“Not	
  a	
  big	
  pool	
  of	
  local	
  qualified	
  workers.	
  	
  
Our	
  existing	
  employees	
  are	
  great	
  and	
  have	
  
worked	
  for	
  us	
  for	
  a	
  very	
  long	
  time.	
  	
  New	
  
employees	
  are	
  hard	
  as	
  there	
  is	
  no	
  loyalty	
  
to	
  the	
  business	
  and	
  no	
  real	
  work	
  ethic.	
  	
  
Often	
  do	
  not	
  show	
  up	
  when	
  required.	
  Hard	
  
to	
  find	
  dedicated	
  workers.	
  	
  The	
  ones	
  we	
  
have	
  we	
  do	
  our	
  best	
  to	
  keep	
  happy	
  so	
  they	
  
will	
  stay.”	
  
“Great	
  wages	
  and	
  benefits.	
  Great	
  place	
  to	
  
work.	
  Have	
  been	
  very	
  successful	
  in	
  
recruiting	
  and	
  keeping	
  good	
  employees.”	
  
	
  

	
  

The	
  most	
  important	
  current	
  recruitment	
  areas	
  among	
  surveyed	
  businesses	
  include	
  food	
  and	
  
beverage	
  service,	
  machine	
  operators,	
  sales	
  and	
  retail,	
  and	
  other	
  areas	
  not	
  listed	
  in	
  this	
  survey.	
  
Figure	
  28:	
  Current	
  recruitment	
  areas	
  

maintenance	
  
hospitality	
  service	
  
sales/retail	
  
professional	
  technical	
  
general	
  labourer	
  
electrical/electronics	
  
material/fabricators	
  
machinists	
  
food/beverage	
  service	
  
construckon/contractors	
  
other	
  
hair	
  dressers	
  /	
  salon	
  stylists	
  
sales/service	
  
professional	
  other	
  
markekng	
  
manufacturing	
  other	
  
machine	
  operators	
  
healthcare	
  professionals	
  
agriculture	
  /	
  farming	
  
advanced	
  mfg	
  workers	
  

3	
  
4	
  
5	
  
2	
  
3	
  
3	
  
2	
  
2	
  
8	
  
5	
  
22	
  
0	
  
8	
  
5	
  
0	
  
0	
  
8	
  
0	
  
0	
  
0	
  
0	
  

5	
  

10	
  

15	
  

20	
  

25	
  

	
  

	
  
	
  
14	
  
	
  

	
  
Anticipated	
  future	
  recruitment	
  areas	
  are	
  fairly	
  similar	
  to	
  current	
  recruitment	
  areas.	
  	
  Six	
  businesses	
  
expect	
  recruitment	
  challenges	
  with	
  food	
  and	
  beverage	
  service	
  and	
  5	
  expect	
  challenges	
  with	
  sales	
  
and	
  retail.	
  	
  Seventeen	
  respondents	
  expect	
  recruitment	
  challenges	
  in	
  some	
  “Other”	
  recruitment	
  
area.	
  
Figure	
  29:	
  Future	
  recruitment	
  areas	
  

maintenance	
  
hospitality	
  service	
  
other	
  
sales/service	
  
sales/retail	
  
material/fabricators	
  
manufacturing	
  other	
  
machinists	
  
food/beverage	
  service	
  
electrical/electronics	
  
construckon/contractors	
  
hair	
  dressers	
  /	
  salon	
  stylists	
  
professional	
  technical	
  
professional	
  other	
  
markekng	
  
healthcare	
  professionals	
  
general	
  labourer	
  
CDL	
  drivers/	
  Class	
  1	
  Drivers	
  
agriculture	
  /	
  farming	
  

2	
  
1	
  
17	
  
4	
  
5	
  
1	
  
0	
  
2	
  
6	
  
0	
  
3	
  
0	
  
4	
  
3	
  
0	
  
1	
  
3	
  
0	
  
0	
  
0	
  

5	
  

10	
  

15	
  

20	
  

	
  

Skills	
  a nd	
  T raining	
  
Eighty-­‐four	
  percent	
  of	
  respondents	
  indicated	
  that	
  the	
  majority	
  of	
  their	
  workforce	
  is	
  comprised	
  of	
  
skilled	
  or	
  professional	
  workers,	
  54%	
  indicated	
  that	
  they	
  primarily	
  employ	
  semi-­‐skilled	
  workers	
  and	
  
10%	
  indicated	
  that	
  their	
  workforce	
  is	
  primarily	
  composed	
  of	
  entry-­‐level	
  employees.	
  
Figure	
  30:	
  Skill	
  level	
  of	
  majority	
  of	
  workforce	
  

Entry-­‐Level	
  

10%	
  

Semi-­‐Skilled	
  

54%	
  

Skilled	
  /	
  Professional	
  

84%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

100%	
  

	
  
15	
  

	
  

	
  
While	
  59%	
  of	
  respondents	
  indicated	
  that	
  their	
  company	
  has	
  a	
  training	
  budget,	
  72%	
  reported	
  that	
  
there	
  are	
  areas	
  of	
  training	
  or	
  professional	
  development	
  that	
  would	
  be	
  of	
  benefit	
  to	
  their	
  
employees.	
  Commonly	
  listed	
  among	
  these	
  areas	
  were	
  retail	
  and	
  hospitality	
  (30%),	
  
business/management	
  (21%),	
  trades	
  (18%),	
  and	
  “other”	
  training	
  needs3.	
  	
  	
  
Figure	
  31:	
  Training	
  or	
  professional	
  development	
  needs	
  

Trades	
  

18%	
  

Retail	
  &	
  Hospitality	
  

30%	
  

Administrakve	
  /	
  Computer	
  
Skills	
  

12%	
  

First	
  Aid	
  /	
  WHMIS	
  /	
  Food	
  Safe	
  

15%	
  

Equipment	
  Operators	
  

15%	
  
0%	
  

Technology	
  Skills	
  

21%	
  

Business	
  /	
  Management	
  

36%	
  

Other	
  

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

	
  

Forty-­‐eight	
  percent	
  of	
  businesses	
  interviewed	
  prefer	
  that	
  their	
  training	
  be	
  delivered	
  through	
  
individual	
  coaching,	
  37%	
  prefer	
  in-­‐person	
  classroom	
  or	
  seminar-­‐style	
  training,	
  and	
  16%	
  prefer	
  
online	
  training	
  or	
  webinars.	
  
Figure	
  32:	
  Preferred	
  modes	
  of	
  training	
  

Trade	
  Shows/Conferences	
  

0%	
  

Apprenkceship	
  

0%	
  

Online	
  Webinar/Training	
  

16%	
  

Individual	
  Coaching	
  

48%	
  
37%	
  

Classroom/Seminar	
  
0%	
  

10%	
   20%	
   30%	
   40%	
   50%	
  

	
  

	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  
3	
  The	
  majority	
  of	
  qualitative	
  comments	
  coded	
  as	
  ‘other’	
  included	
  specific	
  areas	
  or	
  skilled	
  such	
  as	
  

Hygienists,	
  marketing,	
  fallers,	
  door	
  &	
  window	
  installation,	
  improved	
  work	
  ethic,	
  	
  health	
  &	
  wellness.	
  

16	
  
	
  

	
  
The	
  highest	
  number	
  of	
  respondents	
  (59%)	
  reported	
  that	
  they	
  primarily	
  attend	
  local	
  training	
  
opportunities.	
  	
  Twenty-­‐nine	
  percent	
  undertake	
  training	
  within	
  the	
  region	
  and	
  12%	
  attend	
  training	
  
in	
  other	
  areas	
  of	
  BC.	
  
Figure	
  33:	
  Usual	
  training	
  locations	
  

United	
  States	
  

0%	
  

Nakonal	
  

0%	
  

Provincial	
  

12%	
  

Regional	
  

29%	
  

Local	
  

59%	
  
0%	
  

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

	
  

SALES	
  
Market	
  S ize	
  a nd	
  S hare	
  
Forty-­‐three	
  percent	
  of	
  respondents	
  reported	
  that	
  the	
  market	
  for	
  their	
  product	
  or	
  service	
  is	
  
increasing,	
  33%	
  indicated	
  that	
  it	
  was	
  stable,	
  and	
  24%	
  said	
  it	
  was	
  decreasing.	
  
Figure	
  34:	
  Status	
  of	
  market	
  for	
  product/service	
  

Increasing	
  

43%	
  

Stable	
  

“We	
  have	
  had	
  a	
  significant	
  growth	
  in	
  
the	
  last	
  year	
  and	
  will	
  continue	
  to	
  do	
  
so.	
  	
  We	
  continue	
  to	
  see	
  growth	
  from	
  
our	
  local	
  market	
  as	
  our	
  product	
  has	
  
improved	
  substantially.”	
  

33%	
  

Decreasing	
  

24%	
  
0%	
  

10%	
  

20%	
  

30%	
  

40%	
  

50%	
  

	
  

	
  

	
  

Half	
  of	
  survey	
  respondents	
  reported	
  that	
  the	
  market	
  share	
  for	
  their	
  product	
  or	
  service	
  is	
  stable,	
  
while	
  41%	
  indicated	
  that	
  it	
  was	
  increasing.	
  While	
  the	
  majority	
  of	
  respondents	
  indicate	
  the	
  status	
  
of	
  the	
  market	
  for	
  their	
  product	
  and	
  /	
  or	
  service	
  is	
  stable	
  or	
  increasing	
  (76%),	
  some	
  qualitative	
  
comments	
  also	
  detail	
  the	
  impact	
  on	
  sales	
  of	
  ferry	
  delays,	
  mine	
  closures,	
  and	
  the	
  closure	
  of	
  the	
  
Music	
  Fest.	
  	
  
	
  
	
  
17	
  
	
  

	
  
	
  
Figure	
  35:	
  Status	
  of	
  market	
  share	
  

“Ferry	
  delays	
  (lots	
  of	
  them	
  in	
  summer)	
  long	
  line	
  ups	
  
affect	
  the	
  number	
  of	
  people	
  coming	
  through	
  the	
  
community.	
  	
  Due	
  to	
  downturn	
  in	
  economy,	
  closure	
  of	
  
Roca	
  mines	
  and	
  the	
  closure	
  of	
  Music	
  Fest	
  we	
  have	
  had	
  
less	
  tourists	
  through	
  the	
  area	
  the	
  last	
  2	
  years.	
  Seems	
  to	
  
be	
  a	
  lot	
  driving	
  through	
  the	
  community	
  but	
  not	
  
staying.”	
  

41%	
  

Increasing	
  
Stable	
  

50%	
  

Decreasing	
  

“We’ve	
  seen	
  a	
  drop	
  in	
  sales	
  as	
  the	
  tourists	
  have	
  not	
  
been	
  coming	
  to	
  our	
  community	
  as	
  much.	
  Music	
  Fest	
  
closure	
  impacted	
  the	
  June	
  to	
  Sept	
  peak	
  period	
  a	
  lot.	
  	
  
Usually	
  the	
  Peak	
  periods	
  cover	
  the	
  costs	
  for	
  the	
  year.	
  	
  

9%	
  
0%	
  

20%	
  

40%	
  

60%	
  

	
  

	
  

Has	
  been	
  a	
  real	
  challenge	
  the	
  last	
  few	
  years.”	
  	
  

Growth	
  
Most	
  surveyed	
  businesses	
  project	
  low	
  to	
  moderate	
  growth	
  in	
  sales	
  over	
  the	
  coming	
  year.	
  	
  Fifty-­‐
five	
  percent	
  of	
  expect	
  to	
  see	
  growth	
  of	
  between	
  1	
  and	
  9%.	
  Only	
  5%	
  expect	
  sales	
  to	
  decline.	
  
Figure	
  36:	
  Projected	
  sales	
  growth	
  over	
  next	
  year	
  

100%+	
  
50-­‐99%	
  
25-­‐49%	
  
10-­‐24%	
  
1-­‐9%	
  
0%	
  
declining	
  

0%	
  
5%	
  
2%	
  
19%	
  
55%	
  
14%	
  
5%	
  
0%	
  

10%	
  

20%	
  

30%	
  

40%	
  

50%	
  

60%	
  

	
  

Forty	
  percent	
  of	
  respondents	
  indicated	
  that	
  their	
  sales	
  have	
  increased	
  historically,	
  33%	
  reported	
  
that	
  sales	
  have	
  stayed	
  stable,	
  and	
  27%	
  indicated	
  that	
  sales	
  have	
  declined	
  over	
  time.	
  
Figure	
  37:	
  Historic	
  sales	
  trend	
  at	
  facility	
  

Increased	
  

40%	
  

Stayed	
  the	
  same	
  

33%	
  

Declined	
  

27%	
  
0%	
  

10%	
  

20%	
  

30%	
  

40%	
  

50%	
  

	
  

18	
  
	
  

	
  
For	
  the	
  8	
  businesses	
  that	
  have	
  a	
  parent	
  company,	
  38%	
  indicated	
  that	
  their	
  parent	
  company’s	
  sales	
  
have	
  increased,	
  50%	
  reported	
  their	
  sales	
  have	
  remained	
  stable,	
  and	
  13%	
  indicated	
  a	
  decrease	
  in	
  
sales	
  over	
  time.	
  
Figure	
  38:	
  Historic	
  sales	
  trend	
  at	
  parent	
  company	
  

Increasing	
  

38%	
  

Staying	
  the	
  Same	
  

50%	
  
13%	
  

Declining	
  

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

	
  

The	
  historic	
  sales	
  trend	
  for	
  respondents’	
  respective	
  industries	
  is	
  less	
  positive.	
  	
  Thirty-­‐percent	
  of	
  
businesses	
  indicated	
  that	
  sales	
  have	
  increased,	
  26%	
  indicated	
  that	
  they	
  have	
  been	
  stable	
  and	
  35%	
  
indicated	
  that	
  they	
  have	
  been	
  in	
  decline.	
  
Figure	
  39:	
  Historic	
  sales	
  trend	
  in	
  industry	
  

Increased	
  

28%	
  

Stayed	
  the	
  same	
  

26%	
  
35%	
  

Declined	
  
0%	
  

10%	
  

20%	
  

30%	
  

40%	
  

	
  

Of	
  the	
  21	
  businesses	
  that	
  engage	
  in	
  export	
  activities4,	
  43%	
  reported	
  that	
  their	
  export	
  sales	
  have	
  
been	
  increasing	
  over	
  time,	
  29%	
  reported	
  that	
  they	
  have	
  been	
  stable,	
  and	
  29%	
  reported	
  that	
  they	
  
have	
  been	
  declining.	
  	
  It	
  is	
  interesting	
  to	
  note	
  that	
  only	
  2	
  companies	
  reported	
  to	
  having	
  
international	
  export	
  trade	
  status.	
  
Figure	
  40:	
  Historic	
  export	
  sales	
  trend	
  

Increasing	
  

43%	
  

Staying	
  the	
  Same	
  

29%	
  

Declining	
  

29%	
  
0%	
  

10%	
  

20%	
  

	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  

30%	
  

40%	
  

50%	
  

	
  

4	
  A	
  number	
  of	
  hospitality	
  businesses	
  responded	
  to	
  the	
  Historic	
  Export	
  Sales	
  Trend	
  Question,	
  explaining	
  

the	
  high	
  number	
  of	
  respondents	
  for	
  this	
  question	
  compared	
  to	
  data	
  indicating	
  only	
  2	
  businesses	
  have	
  
international	
  trade	
  status	
  

19	
  
	
  

	
  
	
  
Source	
  o f	
  S ales	
  
Data	
  indicate	
  that	
  Nakusp	
  businesses	
  have	
  a	
  diverse	
  customer	
  base,	
  with	
  78%	
  of	
  respondents	
  
indicating	
  that	
  less	
  than	
  10%	
  of	
  their	
  sales	
  are	
  generated	
  by	
  their	
  top	
  three	
  customers.	
  
Figure	
  41:	
  Component	
  of	
  sales	
  generated	
  by	
  top	
  3	
  customers	
  

76-­‐100%	
  

8%	
  

51-­‐75%	
  

0%	
  

26-­‐50%	
  

8%	
  

10-­‐25%	
  

5%	
  

1-­‐9%	
  

78%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

100%	
  

	
  

Nakusp	
  businesses	
  also	
  appear	
  to	
  be	
  relatively	
  dependent	
  on	
  local	
  markets.	
  	
  60%	
  of	
  repsondents	
  
indicate	
  that	
  the	
  majority	
  of	
  their	
  sales	
  are	
  to	
  local	
  customers.	
  
Figure	
  42:	
  Geographic	
  source	
  of	
  majority	
  of	
  sales	
  

Internakonal	
  

2%	
  

US	
  

5%	
  

Nakonal	
  

5%	
  

Provincial	
  

28%	
  

Local	
  

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

	
  

Purchasing	
  
Nakusp	
  businesses	
  source	
  the	
  majority	
  of	
  their	
  supplies	
  provincially	
  (58%),	
  locally	
  (55%),	
  or	
  
nationally	
  (16%).	
  
Figure	
  42:	
  Geographic	
  source	
  of	
  majority	
  of	
  suppliers	
  

Internakonal	
  

2%	
  

US	
  

2%	
  

Nakonal	
  

16%	
  
42%	
  

Provincial	
  
Local/Regional	
  

37%	
  
0%	
  

10%	
  

20%	
  

30%	
  

40%	
  

50%	
  

	
  
20	
  

	
  

	
  
When	
  reflecting	
  on	
  their	
  reasons	
  for	
  purchasing	
  supplies	
  from	
  out-­‐of-­‐area	
  businesses,	
  the	
  highest	
  
number	
  of	
  respondents	
  (66%)	
  stated	
  that	
  the	
  products	
  they	
  needed	
  are	
  not	
  available	
  in	
  the	
  
region.	
  	
  Several	
  others	
  (16%)	
  cited	
  the	
  quality	
  of	
  products	
  available	
  locally	
  as	
  a	
  reason	
  for	
  out-­‐of-­‐
area	
  purchasing.	
  
Figure	
  43:	
  Reason	
  for	
  out-­‐of-­‐area	
  purchasing	
  

Other	
  
Relakonship	
  with	
  current	
  
Unaware	
  of	
  local	
  vendors	
  
No	
  control/Head	
  office	
  
Higher	
  costs	
  locally	
  
Quality	
  of	
  product	
  
Product	
  not	
  available	
  

5%	
  
0%	
  
0%	
  
8%	
  
11%	
  
16%	
  
66%	
  
0%	
  

20%	
   40%	
   60%	
   80%	
  

	
  

Procurement	
  
Ninety-­‐one	
  percent	
  indicated	
  that	
  they	
  do	
  not	
  engage	
  in	
  government	
  procurement	
  processes.	
  
Figure	
  44:	
  Engagement	
  with	
  government	
  procurement	
  processes	
  

Yes,	
  
9%	
  

No,	
  
91%	
  

	
  
Forty-­‐two	
  percent	
  of	
  businesses	
  interviewed	
  reported	
  that	
  they	
  acquire	
  50%	
  or	
  more	
  of	
  their	
  
supplies	
  from	
  sources	
  from	
  elsewhere	
  in	
  BC.	
  	
  Only	
  1%	
  of	
  respondents	
  indicated	
  that	
  they	
  purchase	
  
a	
  majority	
  of	
  supplies	
  from	
  local	
  sources.	
  
Figure	
  45:	
  Geographic	
  source	
  of	
  majority	
  of	
  supplies	
  

Internakonal	
  

2%	
  

US	
  

2%	
  

Nakonal	
  

16%	
  
42%	
  

Provincial	
  
Local/Regional	
  

1%	
  
0%	
  

10%	
  

20%	
  

30%	
  

40%	
  

50%	
  

	
  

	
  
21	
  
	
  

	
  

FACILITIES	
  AND	
  EQUIPMENT	
  
Size	
  a nd	
  C ondition	
  
The	
  highest	
  number	
  of	
  respondents	
  (56%)	
  have	
  facilities	
  that	
  are	
  between	
  1,000	
  and	
  4,999	
  square	
  
feet	
  in	
  their	
  size.	
  	
  Twenty-­‐six	
  percent	
  of	
  respondents	
  reported	
  a	
  facility	
  of	
  less	
  than	
  1,000	
  square	
  
feet.	
  
Figure	
  46:	
  Size	
  of	
  facility	
  

20,000	
  sq	
  t	
  or	
  more	
  
10,000	
  to	
  19,999	
  sq	
  t	
  
5000	
  to	
  9999	
  sq	
  t	
  
1000	
  to	
  4999	
  sq	
  t	
  
less	
  than	
  1000	
  sq	
  t	
  
0	
  

10%	
  
3%	
  
5%	
  
56%	
  
26%	
  
0%	
  
0%	
   10%	
   20%	
   30%	
   40%	
   50%	
   60%	
  

	
  

	
  

Seventy-­‐four	
  percent	
  of	
  businesses	
  indicated	
  that	
  their	
  facility	
  is	
  in	
  good	
  or	
  excellent	
  condition.	
  	
  
Notably,	
  no	
  respondents	
  indicated	
  that	
  their	
  facility	
  is	
  in	
  poor	
  condition.	
  
Figure	
  47:	
  Condition	
  of	
  facility	
  

Excellent	
  

16%	
  
58%	
  

Good	
  	
  
Fair	
  
Poor	
  

27%	
  
0%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

	
  

Similarly,	
  82%	
  of	
  businesses	
  indicated	
  that	
  their	
  equipment	
  is	
  in	
  good	
  or	
  excellent	
  condition.	
  
Figure	
  48:	
  Condition	
  of	
  equipment	
  

Excellent	
  

13%	
  
69%	
  

Good	
  	
  
Fair	
  

16%	
  
2%	
  

Poor	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

	
  

	
  
22	
  
	
  

	
  
Shifts	
  
Most	
  businesses	
  (68%)	
  operate	
  one	
  shift	
  per	
  day.	
  Twenty-­‐six	
  percent	
  operate	
  two	
  shifts	
  and	
  6%	
  
operate	
  24	
  hours	
  per	
  day.	
  
Figure	
  49:	
  Number	
  of	
  shifts	
  

24	
  Hours	
  

6%	
  

Two	
  Shits	
  

26%	
  

One	
  Shit	
  

68%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

	
  

Ownership	
  
Eighty-­‐two	
  percent	
  of	
  respondents	
  own	
  their	
  facility	
  and	
  18%	
  lease	
  it.	
  
Figure	
  50:	
  Ownership	
  status	
  of	
  facility	
  

Leased	
  
18%	
  

Owned	
  
82%	
  

	
  
Of	
  businesses	
  leasing	
  their	
  facility,	
  63%	
  have	
  one	
  to	
  two	
  years	
  remaining	
  on	
  their	
  lease	
  agreement.	
  	
  
Seventy-­‐eight	
  percent	
  of	
  respondents	
  plan	
  to	
  renew	
  the	
  lease	
  for	
  their	
  current	
  facility.	
  
Figure	
  51:	
  Length	
  of	
  time	
  remaining	
  on	
  lease	
  

More	
  than	
  5	
  Years	
  

0%	
  

3-­‐5	
  Years	
  

25%	
  

1-­‐2	
  Years	
  

63%	
  

less	
  than	
  1	
  Year	
  

13%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

	
  
23	
  
	
  

	
  
Investment	
  a nd	
  E xpansion	
  
Sixty-­‐three	
  percent	
  of	
  respondents	
  reported	
  that	
  investment	
  in	
  their	
  facility	
  has	
  remained	
  stable	
  
over	
  the	
  last	
  18	
  months	
  and	
  28%	
  reported	
  that	
  it	
  has	
  increased.	
  
Figure	
  52:	
  Investment	
  in	
  facility	
  (past	
  18	
  months)	
  

Increased	
  

28%	
  

Stayed	
  the	
  same	
  

63%	
  

Decreased	
  

9%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

	
  

Similarly,	
  62%	
  of	
  respondents’	
  investment	
  in	
  equipment	
  have	
  remained	
  stable	
  over	
  the	
  last	
  18	
  
months,	
  while	
  33%	
  indicated	
  that	
  it	
  has	
  increased.	
  	
  Only	
  4%	
  indicated	
  that	
  it	
  has	
  declined.	
  
Figure	
  53:	
  Investment	
  in	
  equipment	
  (past	
  18	
  months)	
  

Increasing	
  

33%	
  

Staying	
  the	
  Same	
  

62%	
  

Decreasing	
  

4%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

	
  

Of	
  the	
  businesses	
  interviewed,	
  37%	
  report	
  plans	
  to	
  expand	
  within	
  3	
  years.	
  	
  Of	
  those	
  businesses,	
  
the	
  majority	
  (94%)	
  plan	
  to	
  expand	
  within	
  the	
  Nakusp	
  area.	
  	
  In	
  terms	
  of	
  timeframe	
  for	
  expansion,	
  
46%	
  expect	
  the	
  process	
  to	
  take	
  between	
  1	
  and	
  3	
  years,	
  31%	
  plan	
  to	
  expand	
  within	
  1	
  year,	
  and	
  23%	
  
believe	
  they	
  will	
  take	
  more	
  than	
  3	
  years	
  to	
  expand.	
  
Figure	
  54:	
  Plans	
  to	
  expand	
  within	
  three	
  years	
  

No	
  
63%	
  

Yes	
  
37%	
  

	
  

24	
  
	
  

	
  
Of	
  the	
  businesses	
  planning	
  a	
  near	
  term	
  expansion,	
  76%	
  reported	
  that	
  their	
  current	
  site	
  will	
  be	
  
adequate.	
  	
  Four	
  businesses	
  (24%)	
  indicated	
  that	
  they	
  will	
  need	
  to	
  find	
  a	
  new	
  site	
  to	
  support	
  their	
  
expansion	
  needs.	
  
Figure	
  55:	
  Adequacy	
  of	
  current	
  site	
  to	
  support	
  expansion	
  

No	
  
24%	
  

Yes	
  
76%	
  

	
  

Respondents	
  cited	
  a	
  variety	
  of	
  factors	
  as	
  barriers	
  to	
  their	
  expansion.	
  	
  Most	
  common	
  were	
  local	
  
regulations/zoning	
  (20%),	
  a	
  lack	
  of	
  skilled	
  staff	
  (18%),	
  energy	
  costs	
  (12%),	
  transport/freight	
  (10%),	
  
and	
  roads	
  (10%).	
  
“Would not know where to move location as no industrial lots available. No motivation by area
leadership to develop this area, even though there is a good demand.”
Figure	
  56:	
  Barriers	
  to	
  expansion	
  of	
  business	
  

Transport/Freight	
  
Real	
  Estate	
  Costs	
  
Warehousing	
  
Roads	
  
Local	
  Regulakons	
  (Zoning)	
  
Lack	
  of	
  Skilled	
  Staff	
  
Financing	
  
Energy	
  Costs	
  
Problems	
  with	
  Development	
  
Lack	
  of	
  Suitable	
  Premises	
  
Idenkfying	
  /	
  Accessing	
  New	
  
Energy	
  Reliability	
  
Broadband	
  Access	
  

“We	
  would	
  like	
  to	
  expand	
  as	
  we	
  have	
  
the	
  demand	
  for	
  it.	
  However,	
  we	
  need	
  
the	
  skilled	
  labor	
  and	
  the	
  will	
  from	
  
local	
  govt	
  to	
  cut	
  red	
  tape	
  and	
  
regulations	
  in	
  order	
  to	
  proceed.”	
  

10%	
  
0%	
  
1%	
  
10%	
  
20%	
  
18%	
  

“Would	
  expand.	
  By	
  laws	
  and	
  OCP	
  does	
  
not	
  allow.	
  No	
  flexibility	
  what	
  so	
  ever.	
  “	
  	
  

4%	
  
12%	
  
1%	
  
5%	
  
6%	
  
7%	
  
6%	
  
0%	
  

5%	
   10%	
   15%	
   20%	
   25%	
  

	
  

“Energy	
  costs	
  are	
  through	
  the	
  roof.	
  
Have	
  done	
  everything	
  we	
  can	
  to	
  be	
  
efficient.	
  There	
  is	
  no	
  competition	
  so	
  
we	
  are	
  at	
  the	
  mercy	
  of	
  Hydro.	
  	
  Really	
  
hard	
  to	
  earn	
  enough	
  to	
  do	
  required	
  
repairs	
  and	
  maintenance	
  of	
  building.	
  
No	
  need	
  to	
  expand.”	
  

Ten	
  businesses	
  have	
  sought	
  assistance	
  with	
  their	
  expansion	
  plans.	
  	
  Of	
  those	
  respondents,	
  7	
  have	
  
approached	
  their	
  local	
  government,	
  3	
  have	
  approached	
  the	
  BC	
  Ministry	
  responsible	
  for	
  Economic	
  
Development,	
  2	
  have	
  approached	
  BC	
  Hydro,	
  1	
  has	
  approached	
  Community	
  Futures,	
  and	
  3	
  have	
  
approached	
  other	
  groups	
  or	
  organizations.	
  	
  See	
  Appendix	
  B	
  for	
  further	
  details.	
  

25	
  
	
  

	
  
Figure	
  57:	
  Expansion	
  assistance	
  sought	
  

No	
  
57%	
  

Yes	
  
43%	
  

	
  
Energy	
  E fficiency	
  
A	
  majority	
  of	
  respondents	
  (83%)	
  are	
  considering	
  energy	
  efficiency	
  in	
  their	
  expansion	
  plans.	
  
Figure	
  58:	
  Considering	
  energy	
  efficiency	
  in	
  expansion	
  plans	
  

No	
  
17%	
  

Yes	
  
83%	
  

	
  
Eighty-­‐two	
  percent	
  of	
  businesses	
  are	
  aware	
  of	
  the	
  energy	
  efficiency	
  resources	
  made	
  available	
  
through	
  the	
  BC	
  Hydro	
  Power	
  Smart	
  program.	
  
Figure	
  59:	
  Awareness	
  of	
  BC	
  Hydro	
  Power	
  Smart	
  

No	
  
18%	
  

Yes	
  
82%	
  

	
  

	
  
	
  
26	
  
	
  

	
  

GOVERNMENT	
  SERVICES	
  
Respondents	
  were	
  asked	
  to	
  rate	
  a	
  list	
  of	
  government	
  services	
  as	
  excellent,	
  good,	
  average,	
  fair	
  or	
  
poor.	
  	
  Respondents	
  also	
  had	
  the	
  option	
  of	
  indicating	
  that	
  a	
  service	
  is	
  not	
  applicable	
  to	
  their	
  
business.	
  	
  The	
  services	
  that	
  received	
  the	
  highest	
  number	
  of	
  excellent	
  or	
  good	
  ratings	
  include	
  
access	
  to	
  highways/roadways	
  (69%),	
  access	
  to	
  markets	
  (65%),	
  recycling	
  (48%),	
  and	
  disposal	
  of	
  
waste	
  material	
  (48%).	
  	
  Services	
  that	
  received	
  the	
  highest	
  number	
  of	
  fair	
  or	
  poor	
  ratings	
  include	
  
availability	
  of	
  road	
  transport	
  services	
  (87%),	
  development	
  approval	
  processes	
  (78%),	
  and	
  
telecommunications	
  (76%).	
  	
  Services	
  that	
  the	
  most	
  respondents	
  thought	
  are	
  not	
  applicable	
  to	
  
their	
  business	
  include	
  availability	
  of	
  rail	
  transport	
  services	
  (98%),	
  access	
  to	
  airport	
  facilities	
  (61%),	
  
and	
  availability	
  of	
  warehousing	
  (57%).	
  
Figure	
  60:	
  Rating	
  of	
  government	
  services	
  

Water	
  and	
  sewerage	
  
supply	
  
Availability	
  of	
  
appropriately	
  zoned	
  land	
  
Availability	
  of	
  buidings	
  
Telecommunicakons	
  
Development	
  approval	
  
process	
  

18%	
  
7%	
  

37%	
  
9%	
  
37%	
  
24%	
  

13%	
  
15%	
  

2%	
  

Availability	
  of	
  rail	
  
transport	
  

0%	
  
2%	
  

Access	
  to	
  highways/
roadways	
  
Access	
  to	
  airport	
  facilikes	
  

Good	
  or	
  
Excellent	
  

48%	
  

41%	
  
57%	
  

“An	
  industrial	
  Park	
  is	
  very	
  m uch	
  
needed	
  and	
  would	
  provide	
  the	
  much	
  
needed	
  space	
  for	
  expansion	
  and	
  
growth	
  of	
  our	
  business	
  along	
  with	
  
that	
  of	
  others	
  in	
  the	
  community.“	
  

N/A	
  

87%	
  

0%	
  
30%	
  
4%	
  

0%	
  
2%	
  

Poor	
  or	
  
Fair	
  

98%	
  

13%	
  

0%	
  

“Municipality	
  must	
  be	
  more	
  
proactive	
  in	
  assisting	
  businesses.	
  	
  
Must	
  be	
  cooperative	
  and	
  look	
  for	
  
solutions	
  rather	
  than	
  putting	
  up	
  
barriers.	
  	
  Need	
  to	
  have	
  someone	
  
dedicated	
  to	
  Economic	
  
Development.”	
  

54%	
  

48%	
  
37%	
  

30%	
  
22%	
  

Availability	
  of	
  
warehousing	
  

Access	
  to	
  markets	
  

76%	
  
78%	
  

33%	
  

Disposal	
  of	
  waste	
  material	
  

Access	
  to	
  suppliers	
  

54%	
  

13%	
  

Recycling	
  

“Ferry	
  System	
  needs	
  to	
  be	
  much	
  
more	
  efficient	
  in	
  Peak	
  tourist	
  season,	
  
this	
  is	
  where	
  we	
  actually	
  make	
  our	
  
living.	
  	
  Would	
  make	
  the	
  delivery	
  of	
  
goods	
  m uch	
  cheaper.”	
  

57%	
  

0%	
  
9%	
  

Inspeckons	
  (e.g.,	
  
licensing)	
  

Availability	
  of	
  road	
  
transport	
  services	
  

38%	
  
44%	
  

35%	
  
31%	
  
37%	
  

65%	
  

“Cellular	
  phone	
  coverage	
  is	
  needed	
  
throughout	
  the	
  district.	
  Not	
  available	
  
in	
  a	
  lot	
  of	
  areas.	
  This	
  also	
  affects	
  the	
  
Internet	
  availability	
  and	
  broadband	
  
components	
  as	
  well”.	
  

65%	
  
69%	
  

61%	
  

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

	
  
27	
  

	
  

	
  
When	
  asked	
  to	
  provide	
  suggestions	
  on	
  how	
  to	
  improve	
  government	
  services,	
  the	
  highest	
  number	
  
of	
  respondents	
  (86%)	
  indicated	
  that	
  ferry	
  services	
  should	
  be	
  a	
  focus	
  area.	
  	
  Thirty-­‐eight	
  percent	
  
also	
  indicated	
  that	
  utilities	
  services	
  needed	
  improvement.	
  
Figure	
  61:	
  Suggested	
  improvements	
  to	
  government	
  services	
  

Freight	
  and	
  Couriers	
  

11%	
  

Airports	
  

5%	
  

Recycling	
  and	
  Waste	
  
Management	
  

2%	
  

Water	
  and	
  Sewer	
  

0%	
  

Telecommunicakons	
  
Taxes	
  
Approvals	
  and	
  Permits	
  

“Must	
  ensure	
  that	
  the	
  Ferry	
  service	
  stays	
  stable.	
  
Getting	
  goods	
  to	
  and	
  from	
  markets	
  critical	
  for	
  our	
  
business.”	
  	
  

14%	
  

Power	
  Outages	
  always	
  seem	
  to	
  happen	
  at	
  the	
  most	
  
Inconvenient	
  time	
  and	
  have	
  been	
  lasting	
  for	
  longer	
  
periods.	
  We	
  pay	
  a	
  big	
  amount	
  to	
  Hydro	
  for	
  our	
  power,	
  
we	
  need	
  better	
  systems.”	
  

5%	
  
14%	
  

Ferry	
  Services	
  
Road	
  Quality	
  

“Need	
  to	
  make	
  it	
  easier	
  for	
  folks	
  to	
  get	
  here	
  both	
  for	
  
tourism	
  and	
  if	
  they	
  are	
  wanting	
  to	
  start	
  a	
  business.	
  	
  
The	
  Ferry	
  system	
  must	
  be	
  maintained	
  and	
  improved	
  if	
  
we	
  are	
  wanting	
  more	
  people	
  to	
  move	
  to	
  the	
  area.	
  The	
  
delays	
  and	
  waits	
  are	
  negative	
  to	
  potential	
  buyers	
  who	
  
would	
  like	
  to	
  relocate	
  to	
  our	
  area.”	
  	
  	
  

36%	
  

Uklikes	
  

86%	
  

“Cellular	
  phone	
  coverage	
  is	
  needed	
  throughout	
  the	
  
district.	
  Not	
  available	
  in	
  a	
  lot	
  of	
  areas.	
  This	
  also	
  
affects	
  the	
  Internet	
  availability	
  and	
  broadband	
  
components	
  as	
  well.”	
  

7%	
  
0%	
   20%	
   40%	
   60%	
   80%	
  100%	
  

	
  

	
  

	
  
	
  
	
  

	
  
	
  
	
  
	
  
	
  
	
  
	
  

	
  
28	
  
	
  

	
  

BUSINESS	
  CLIMATE	
  	
  
Respondents	
  rated	
  a	
  list	
  of	
  business	
  climate	
  factors	
  as	
  excellent,	
  good,	
  fair	
  or	
  poor.	
  	
  Factors	
  that	
  
received	
  the	
  highest	
  number	
  of	
  excellent	
  or	
  good	
  ratings	
  include	
  K-­‐12	
  education	
  (59%)	
  and	
  
cultural/recreational	
  amenities	
  (48%).	
  	
  Factors	
  that	
  received	
  the	
  highest	
  number	
  of	
  fair	
  or	
  poor	
  
ratings	
  include	
  economic	
  development	
  (98%)	
  and	
  local	
  government	
  (96%).	
  
Quality	
  o f	
  B usiness	
  C limate	
  
	
  
Figure	
  62:	
  Business	
  climate	
  factors	
  

Workforce	
  Quality	
  

4%	
  

Workforce	
  Stability	
  

4%	
  
13%	
  

Local	
  Government	
  

0%	
  
4%	
  

Cultural	
  /	
  
Recreakonal	
  
Housing	
  
K-­‐12	
  Educakon	
  

83%	
  
96%	
  

0%	
  

52%	
  
48%	
  

0%	
  
11%	
  
7%	
  

89%	
  
35%	
  

59%	
  

Workforce	
  
Availability	
  

2%	
  
7%	
  

91%	
  

Overall	
  Business	
  
Climate	
  

0%	
  
9%	
  

91%	
  

22%	
  
20%	
  

Workers	
  
Compensakon	
  Rates	
  
Local	
  Tax	
  Structure	
  

4%	
  
7%	
  

Economic	
  
Development	
  

0%	
  
2%	
  

Provincial	
  Tax	
  
Structure	
  

7%	
  
13%	
  

Technical	
  Training	
  
Colleges	
  /	
  
Universikes	
  

“Community	
  is	
  not	
  overly	
  
welcoming	
  to	
  new	
  ideas.	
  Does	
  not	
  
promote	
  entrepreneurial	
  ventures.	
  
In	
  fact	
  often	
  m akes	
  the	
  process	
  
hard	
  and	
  inefficient	
  with	
  no	
  real	
  
desire	
  to	
  help	
  or	
  offer	
  alternate	
  
solutions.	
  We	
  have	
  to	
  do	
  a	
  
business	
  plan,	
  community	
  should	
  
do	
  one	
  as	
  well.	
  	
  Needs	
  someone	
  
who's	
  dedicated	
  job	
  is	
  economic	
  
development.	
  	
  	
  

57%	
  
39%	
  

7%	
  
9%	
  
0%	
  

No	
  
Opinion	
  
Fair	
  or	
  
Poor	
  

“Was	
  a	
  challenge	
  to	
  understand	
  all	
  
the	
  rules	
  and	
  regulations	
  needed	
  
to	
  open	
  store	
  front.	
  	
  Everyone	
  
"busy"	
  	
  did	
  not	
  get	
  assistance	
  with	
  
all	
  the	
  paper	
  work.	
  Often	
  calls	
  not	
  
returned	
  had	
  to	
  make	
  many	
  phone	
  
calls	
  to	
  get	
  attention.	
  	
  Was	
  told	
  it	
  
was	
  up	
  to	
  m e	
  to	
  figure	
  it	
  out.	
  
Would	
  be	
  helpful	
  to	
  have	
  someone	
  
who	
  would	
  assist	
  and	
  care	
  about	
  
new	
  businesses.”	
  

Excellent	
  
or	
  Good	
  

59%	
  
89%	
  
98%	
  
80%	
  

37%	
  
57%	
  

“Lack	
  of”	
  skilled	
  workers	
  to	
  pull	
  
from	
  for	
  jobs,	
  no	
  training	
  
availability	
  for	
  those	
  who	
  are	
  
trainable.”	
  

89%	
  

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

	
  
	
  
	
  
29	
  
	
  

	
  
Over	
  half	
  of	
  respondents	
  (59%)	
  felt	
  that	
  the	
  Nakusp	
  business	
  climate	
  is	
  worse	
  today	
  than	
  it	
  was	
  5	
  
years	
  ago.	
  Twenty-­‐two	
  percent	
  thought	
  it	
  was	
  better.	
  
Figure	
  63:	
  Business	
  climate	
  today	
  vs.	
  5	
  years	
  ago	
  

No	
  opinion	
  

9%	
  

Worse	
  today	
  

59%	
  

No	
  change	
  

11%	
  
22%	
  

Bever	
  today	
  
0%	
  

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

	
  

The	
  majority	
  of	
  respondents	
  (53%)	
  are	
  optimistic	
  that	
  the	
  business	
  climate	
  will	
  be	
  better	
  in	
  5	
  
years.	
  	
  Thirteen	
  percent	
  thought	
  it	
  will	
  be	
  worse.	
  
Figure	
  64:	
  Business	
  climate	
  5	
  years	
  from	
  today	
  

4%	
  

No	
  opinion	
  
Will	
  be	
  worse	
  

13%	
  

No	
  change	
  

29%	
  

Will	
  be	
  bever	
  

53%	
  
0%	
  

10%	
  

20%	
  

30%	
  

40%	
  

50%	
  

60%	
  

	
  

Business	
  C ompetitiveness	
  a nd	
  P roductivity	
  
From	
  a	
  list	
  of	
  business	
  competitiveness	
  factors,	
  those	
  that	
  received	
  the	
  highest	
  number	
  of	
  
somewhat	
  important	
  or	
  very	
  important	
  ratings	
  include	
  new	
  market	
  development	
  locally	
  (93%)	
  and	
  
workforce	
  skill	
  development	
  (91%).	
  	
  Those	
  that	
  received	
  the	
  highest	
  number	
  of	
  not	
  very	
  important	
  
or	
  not	
  important	
  at	
  all	
  ratings	
  include	
  availability	
  of	
  telecommunications	
  infrastructure	
  and	
  
services	
  (31%)	
  and	
  water/sewer	
  availability	
  (28%).	
  	
  The	
  factors	
  that	
  most	
  businesses	
  thought	
  are	
  
not	
  applicable	
  to	
  their	
  business	
  include	
  access	
  to	
  exporting	
  and	
  international	
  markets	
  (78%)	
  and	
  
accessing	
  capital	
  (64%).	
  

30	
  
	
  

	
  
Figure	
  65:	
  Business	
  competitiveness	
  factors	
  

62%	
  

Business	
  Management	
  
Accessing	
  Capital	
  
Canadian	
  Dollar	
  Exchange	
  Rate	
  
Availbility	
  of	
  Telecommunicakons	
  
Improvement	
  of	
  Customer	
  
Affordable	
  Shipping/Freight	
  
Reliable	
  Air	
  Transportakon	
  
Water/Sewer	
  Costs	
  
Water/Sewer	
  Availability	
  
Energy	
  Costs	
  
Workforce	
  Skill	
  Development	
  
Workplace	
  Health	
  and	
  Safety	
  
Expansion	
  of	
  Workforce	
  
Worker	
  Produckvity	
  
Strategic	
  Alliances	
  
Add	
  or	
  Change	
  in	
  Business,	
  
Access	
  to	
  Exporkng	
  and	
  
New	
  Market	
  Development	
  
New	
  Market	
  Development	
  Locally	
  
New	
  Product	
  R&D	
  

27%	
  
40%	
  
69%	
  
84%	
  
78%	
  
9%	
  
64%	
  
30%	
  
80%	
  
91%	
  
64%	
  
56%	
  
62%	
  
84%	
  
64%	
  

Somewhat	
  
important	
  or	
  
very	
  
important	
  
Not	
  important	
  
at	
  all	
  or	
  not	
  
very	
  
important	
  

11%	
  
40%	
  
93%	
  
84%	
  
0%	
  

50%	
  

100%	
  

	
  

Economic	
  D rivers	
  
Respondents	
  were	
  asked	
  to	
  choose,	
  from	
  a	
  list	
  of	
  economic	
  drivers,	
  those	
  that	
  they	
  think	
  have	
  the	
  
most	
  growth	
  potential	
  over	
  the	
  next	
  5	
  to	
  10	
  years.	
  	
  	
  
Figure	
  66:	
  Economic	
  drivers	
  with	
  greatest	
  growth	
  potential	
  

Other	
  
Agriculture	
  
Other	
  Niche	
  Service	
  Businesses	
  
Construckon	
  
Finance	
  
Green	
  /	
  Environmental	
  Businesses	
  
Government	
  
Relocakon	
  of	
  People	
  from	
  Urban	
  
Health	
  &	
  Wellness	
  
Arts,	
  Culture	
  &	
  Creakve	
  Businesses	
  
Technology-­‐based	
  businesses	
  
Tourism	
  
Educakon	
  
Manufacturing	
  
Forestry	
  

0%	
  
2%	
  
2%	
  
0%	
  
0%	
  
0%	
  
0%	
  
17%	
  
7%	
  
2%	
  
11%	
  
26%	
  
0%	
  
2%	
  
15%	
  
0%	
  

5%	
  

10%	
  

15%	
  

20%	
  

25%	
  

30%	
  

	
  
31	
  

	
  

	
  
Factors	
  that	
  received	
  the	
  highest	
  number	
  of	
  votes	
  include	
  tourism	
  (26%),	
  relocation	
  of	
  people	
  
from	
  urban	
  centres	
  (17%),	
  and	
  forestry	
  (15%).	
  	
  Notably,	
  no	
  respondents	
  thought	
  that	
  the	
  
construction,	
  finance,	
  green/environmental	
  businesses,	
  government,	
  or	
  education	
  sector	
  have	
  
high	
  potential	
  for	
  growth	
  over	
  the	
  near	
  term.	
  
Strengths	
  a nd	
  W eaknesses	
  o f	
  B usiness	
  C limate	
  
When	
  asked	
  to	
  list	
  the	
  community’s	
  strengths	
  as	
  a	
  place	
  to	
  do	
  business,	
  the	
  highest	
  number	
  of	
  
respondents	
  (89%)	
  cited	
  location.	
  	
  Also	
  commonly	
  mentioned	
  were	
  lifestyle	
  (43%)	
  and	
  
culture/sense	
  of	
  community	
  (22%).	
  	
  For	
  a	
  full	
  list	
  of	
  response	
  themes,	
  see	
  Appendix	
  B.	
  
Figure	
  67:	
  Key	
  words	
  in	
  respondents’	
  discussion	
  of	
  the	
  community’s	
  strengths	
  as	
  a	
  place	
  to	
  do	
  business
“Location.	
  We	
  have	
  wonderful	
  natural	
  beauty	
  and	
  
views.	
  	
  The	
  life	
  style	
  is	
  very	
  laid	
  back.	
  	
  Can	
  still	
  
basically	
  leave	
  your	
  car	
  unlocked.	
  	
  A	
  good	
  
community,	
  the	
  people	
  are	
  great.”	
  
“Personal	
  touch,	
  businesses	
  really	
  try	
  to	
  know	
  your	
  
name	
  and	
  needs.	
  	
  Cooperation	
  from	
  the	
  businesses	
  
is	
  excellent.	
  	
  I’m	
  actually	
  surprised	
  at	
  the	
  
availability	
  of	
  supplies	
  etc..”	
  	
  	
  
“People	
  want	
  to	
  live	
  here.	
  Access	
  to	
  excellent	
  fibre	
  
supply.	
  great	
  outdoor	
  facilities	
  and	
  indoor	
  sports	
  
facilities	
  for	
  a	
  small	
  community.	
  	
  NO	
  RUSH	
  HOUR.	
  	
  
Wonderful	
  location	
  to	
  raise	
  a	
  family.”	
  

	
  

	
  

When	
  asked	
  to	
  list	
  the	
  community’s	
  weaknesses	
  as	
  a	
  place	
  to	
  do	
  business,	
  the	
  highest	
  number	
  of	
  
respondents	
  (38%)	
  spoke	
  of	
  government/approvals.	
  	
  Other	
  commonly	
  cited	
  weaknesses	
  include	
  
the	
  size	
  of	
  the	
  community/population	
  (29%),	
  infrastructure	
  (24%),	
  and	
  attitudes	
  toward	
  change	
  
and	
  growth	
  in	
  the	
  community	
  (20%).	
  

32	
  
	
  

	
  
Figure	
  68:	
  Key	
  words	
  in	
  respondents'	
  discussion	
  of	
  the	
  community’s	
  weakness	
  as	
  a	
  place	
  to	
  do	
  business
“Lack	
  of	
  good	
  jobs.	
  	
  Current	
  businesses	
  often	
  overlooked	
  
when	
  folks	
  are	
  looking	
  for	
  goods	
  and	
  services.”	
  
	
  “	
  Often	
  business	
  owners	
  have	
  to	
  work	
  other	
  jobs	
  to	
  keep	
  
their	
  businesses	
  a	
  float.	
  	
  Very	
  hard	
  to	
  actually	
  make	
  a	
  
reasonable	
  living.	
  Dual	
  incomes	
  needed.”	
  
“Not	
  enough	
  people	
  to	
  drive	
  the	
  economy.	
  Village	
  
leadership	
  not	
  focusing	
  on	
  development.	
  	
  Not	
  seen	
  as	
  their	
  
job.	
  	
  Who's	
  job	
  is	
  it?”	
  

	
  

“Very	
  dependent	
  on	
  one	
  major	
  industry-­‐	
  logging.	
  	
  A	
  new	
  
business	
  owner	
  must	
  be	
  made	
  aware	
  that	
  they	
  need	
  to	
  
prepare	
  for	
  the	
  slow	
  winter	
  months	
  Jan/Feb/Mar	
  as	
  there	
  
are	
  so	
  few	
  people	
  locally	
  need	
  to	
  really	
  plan	
  financing	
  etc.	
  
through	
  the	
  Peak	
  times	
  to	
  make	
  sure	
  bills	
  are	
  paid	
  in	
  the	
  
slow	
  time.”	
  

When	
  asked	
  to	
  discuss	
  key	
  barriers	
  to	
  growing	
  the	
  community’s	
  economy,	
  the	
  highest	
  number	
  of	
  
respondents	
  (73%)	
  cited	
  problems	
  with	
  infrastructure.	
  	
  Thirty	
  percent	
  of	
  businesses	
  also	
  
mentioned	
  the	
  population/market	
  size.	
  
Figure	
  69:	
  Barriers	
  to	
  growth	
  in	
  the	
  community’s	
  economy	
  

Other	
  

18%	
  

Housing	
  

2%	
  

Locakon	
  

2%	
  

Government/zoning	
  

25%	
  

Infrastructure	
  

73%	
  

Demographics	
  

11%	
  

Populakon/market	
  size	
  

30%	
  

Exiskng	
  industry/economy	
  

27%	
  

Awtude	
  towards	
  change/

9%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

	
  

Twenty-­‐two	
  percent	
  of	
  respondents	
  felt	
  it	
  is	
  important	
  to	
  attract	
  certain	
  suppliers	
  and	
  83%	
  of	
  
respondents	
  felt	
  it	
  is	
  important	
  to	
  attract	
  certain	
  customers	
  to	
  the	
  region.	
  	
  The	
  customers	
  that	
  
respondents	
  commonly	
  listed	
  include	
  tourists/amenity	
  migrants	
  (19	
  respondents),	
  businesses	
  
from	
  elsewhere	
  (8),	
  young	
  people	
  (2),	
  seniors	
  (1),	
  and	
  agriculture/wineries	
  (1).	
  

33	
  
	
  

	
  
Figure	
  70:	
  Key	
  words	
  in	
  respondents’	
  discussion	
  of	
  customers	
  to	
  attract	
  to	
  the	
  area
“Albertans	
  that	
  want	
  to	
  retire	
  here.	
  	
  They	
  are	
  
the	
  ones	
  who	
  are	
  actually	
  using	
  our	
  services	
  
the	
  most.”	
  
“Actively	
  pursue	
  tour	
  operators	
  who	
  would	
  in	
  
turn	
  bring	
  more	
  tourism	
  through	
  the	
  area.”	
  
“Relocation	
  of	
  people	
  who	
  want	
  a	
  more	
  
relaxed	
  community.”	
  
“Young	
  families	
  that	
  can	
  earn	
  income	
  through	
  
technology.”	
  
	
  

ASSESSMENT	
  AND	
  PLANS	
  
Overall	
  H ealth	
  
Sixty-­‐four	
  percent	
  of	
  respondents	
  indicated	
  that	
  the	
  overall	
  health	
  of	
  their	
  company	
  is	
  good,	
  18%	
  
indicated	
  it	
  is	
  excellent,	
  16%	
  indicated	
  it	
  is	
  fair,	
  and	
  2%	
  indicated	
  it	
  is	
  poor.	
  
Figure	
  71:	
  Company's	
  overall	
  health	
  

Excellent	
  

18%	
  

Good	
  

64%	
  

Fair	
  

16%	
  

Poor	
  

2%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

	
  

Of	
  the	
  10	
  businesses	
  with	
  a	
  parent	
  company,	
  the	
  majority	
  (54%)	
  reported	
  that	
  the	
  health	
  of	
  their	
  
parent	
  company	
  is	
  good.	
  

34	
  
	
  

	
  
Figure	
  72:	
  Overall	
  health	
  of	
  parent	
  company	
  

Excellent	
  

38%	
  

Good	
  

54%	
  
8%	
  

Fair	
  
Poor	
  

0%	
  
0%	
  

20%	
  

40%	
  

60%	
  

	
  

Attitude	
  toward	
  C ommunity	
  
Seventy-­‐four	
  percent	
  of	
  respondents	
  reported	
  that	
  their	
  local	
  management’s	
  attitude	
  toward	
  the	
  
community	
  is	
  excellent.	
  	
  Another	
  17%	
  reported	
  that	
  it	
  is	
  good.	
  
Figure	
  73:	
  Local	
  management's	
  attitude	
  toward	
  community	
  

Excellent	
  

74%	
  

Good	
  

17%	
  

Fair	
  

9%	
  

Poor	
  

0%	
  

Not	
  applicable	
  

0%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

	
  

Of	
  the	
  10	
  relevant	
  respondents	
  with	
  parent	
  companies,	
  80%	
  indicated	
  that	
  their	
  parent	
  company’s	
  
attitude	
  toward	
  the	
  community	
  is	
  excellent	
  and	
  17%	
  reported	
  that	
  it	
  is	
  good.	
  
Figure	
  74:	
  Parent	
  company's	
  attitude	
  toward	
  local	
  community	
  

Excellent	
  

80%	
  

Good	
  

20%	
  

Fair	
  

0%	
  

Poor	
  

0%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

100%	
  

	
  

	
  
	
  
35	
  
	
  

	
  
Risk	
  o f	
  C losing	
  o r	
  D ownsizing	
  
Eighty-­‐seven	
  percent	
  of	
  businesses	
  interviewed	
  reported	
  that	
  the	
  risk	
  of	
  their	
  facility	
  closing	
  over	
  
the	
  next	
  one	
  to	
  three	
  years	
  is	
  low.	
  
Figure	
  75:	
  Risk	
  of	
  facility	
  closing	
  

High	
  

4%	
  

Moderate	
  

9%	
  

Low	
  

87%	
  
0%	
  

20%	
  

40%	
  

60%	
  

80%	
  

100%	
  

	
  

Similarly,	
  a	
  significant	
  majority	
  of	
  respondents	
  (78%)	
  indicated	
  that	
  the	
  risk	
  of	
  their	
  facility	
  
downsizing	
  over	
  the	
  next	
  one	
  to	
  three	
  years	
  is	
  low.	
  
Figure	
  76:	
  Risk	
  of	
  facility	
  downsizing	
  

High	
  

7%	
  

Moderate	
  

16%	
  

Low	
  

78%	
  
0%	
  

	
  

20%	
  

40%	
  

60%	
  

80%	
  

100%	
  

	
  

	
  

36	
  
	
  

	
  

RECOMMENDATIONS	
  
NEXT	
  STEPS	
  
The	
  results	
  of	
  this	
  survey	
  can	
  be	
  used	
  by	
  economic	
  development	
  organizations	
  in	
  the	
  Nakusp	
  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,	
  a	
  
process	
  as	
  opposed	
  to	
  a	
  one-­‐time	
  project.	
  	
  	
  
BRE	
  results	
  can	
  form	
  the	
  backbone	
  of	
  a	
  community’s	
  economic	
  development	
  strategy	
  and,	
  in	
  
some	
  cases;	
  they	
  are	
  integrated	
  into	
  Official	
  Community	
  Plans	
  (OCPs).	
  	
  Some	
  communities	
  form	
  
committees	
  or	
  action	
  groups	
  around	
  the	
  themes	
  or	
  action	
  areas	
  identified	
  in	
  the	
  BRE	
  report	
  to	
  
ensure	
  success	
  in	
  implementation.	
  	
  
The	
  following	
  steps	
  could	
  further	
  support	
  links	
  to	
  planning	
  and	
  action:	
  
1. Prepare	
  a	
  follow-­‐up	
  report	
  compiling	
  current	
  research	
  findings	
  alongside	
  other	
  relevant	
  
regional	
  economic	
  development	
  research	
  to	
  identify	
  common	
  themes	
  and	
  further	
  develop	
  
recommended	
  actions.	
  
2. Host	
  a	
  business	
  stakeholder	
  forum	
  to	
  present	
  findings	
  and	
  prioritize	
  actions.	
  	
  
3. Host	
  a	
  facilitated	
  action	
  planning	
  session	
  with	
  economic	
  development	
  stakeholders	
  and	
  
industry	
  representatives.	
  
4. Based	
  on	
  results	
  from	
  the	
  forums	
  and	
  planning	
  session,	
  finalize	
  priority	
  actions,	
  develop	
  
related	
  action	
  plans,	
  update	
  existing	
  economic	
  development	
  plans	
  and	
  develop	
  
relationships	
  with	
  a	
  broader	
  network	
  of	
  support	
  providers	
  (at	
  regional,	
  provincial	
  and	
  
national	
  scales)	
  to	
  support	
  implementation.	
  
5. Establish	
  a	
  monitoring	
  program	
  to	
  assess	
  the	
  impact	
  of	
  implementation	
  efforts.	
  

POTENTIAL	
  ACTION	
  AREAS	
  
Business	
  E xpansion	
  
Nakusp	
  businesses	
  are	
  planning	
  significant	
  investment	
  in	
  expansion	
  over	
  the	
  near	
  term,	
  with	
  
substantial	
  spending	
  focused	
  on	
  real	
  estate	
  and	
  equipment/	
  technology.	
  Since	
  many	
  businesses	
  
indicated	
  that	
  they	
  will	
  need	
  a	
  new	
  site	
  to	
  meet	
  their	
  expansion	
  needs	
  or	
  identified	
  a	
  lack	
  of	
  
37	
  
	
  

	
  
suitable	
  premises	
  as	
  a	
  barrier	
  to	
  expansion,	
  this	
  trend	
  could	
  strengthen	
  if	
  businesses	
  were	
  assisted	
  
in	
  gaining	
  access	
  to	
  appropriate	
  sites	
  for	
  expansion.	
  	
  As	
  such,	
  actions	
  on	
  this	
  theme	
  may	
  involve	
  
assisting	
  in	
  the	
  identification	
  of	
  potential	
  expansion	
  sites	
  and	
  educating	
  businesses	
  of	
  the	
  types	
  of	
  
expansion	
  support	
  available	
  from	
  external	
  organizations.	
  	
  In	
  addition,	
  as	
  local	
  government	
  “red	
  
tape”	
  and	
  inefficient	
  approval	
  processes	
  were	
  often	
  cited	
  as	
  a	
  barrier	
  to	
  economic	
  development,	
  
efforts	
  to	
  improve	
  the	
  collaboration	
  between	
  businesses	
  and	
  local	
  government	
  should	
  be	
  
undertaken,	
  as	
  to	
  ensure	
  approval	
  processes	
  meet	
  the	
  needs	
  of	
  local	
  businesses	
  (see	
  
‘Government	
  S ervices’,	
  below).	
  
Succession	
  P lanning	
  
Business	
  and	
  succession	
  planning	
  are	
  critical	
  to	
  the	
  health	
  and	
  longevity	
  of	
  businesses,	
  yet	
  only	
  5%	
  
of	
  respondents	
  indicated	
  that	
  they	
  have	
  a	
  formal	
  succession	
  plan	
  in	
  place.	
  Since	
  a	
  significant	
  
number	
  of	
  businesses	
  reported	
  a	
  pending	
  change	
  in	
  ownership,	
  the	
  need	
  for	
  assistance	
  in	
  
succession	
  planning	
  is	
  particularly	
  pressing.	
  	
  Open,	
  instructive	
  training	
  sessions	
  have	
  the	
  potential	
  
to	
  provide	
  a	
  base	
  level	
  of	
  support	
  to	
  a	
  large	
  number	
  of	
  businesses;	
  however,	
  given	
  the	
  importance	
  
of	
  individual	
  circumstances	
  in	
  business	
  and	
  succession	
  planning,	
  a	
  more	
  targeted,	
  one-­‐on-­‐one	
  
assistance	
  program	
  could	
  result	
  in	
  greater	
  overall	
  benefit	
  by	
  providing	
  a	
  higher	
  level	
  of	
  support	
  to	
  
‘at-­‐risk’	
  businesses.	
  These	
  opportunities	
  should	
  be	
  aggressively	
  advertised	
  to	
  ensure	
  uptake	
  
among	
  local	
  businesses.	
  
Government	
  S ervices	
  
Approvals,	
  regulations	
  and	
  taxes	
  administered	
  by	
  various	
  levels	
  of	
  government	
  were	
  often	
  cited	
  by	
  
respondents	
  as	
  factors	
  that	
  inhibit	
  business	
  activity	
  in	
  the	
  region.	
  Additional	
  research	
  on	
  this	
  
theme	
  could	
  help	
  further	
  inform	
  the	
  exact	
  nature	
  of	
  businesses’	
  perceptions	
  regarding	
  the	
  
regulatory	
  barriers	
  to	
  their	
  growth.	
  Sharing	
  the	
  results	
  of	
  this	
  research	
  with	
  governing	
  bodies	
  
could	
  help	
  them	
  understand	
  how	
  they	
  can	
  better	
  support	
  business	
  activities	
  in	
  Nakusp.	
  
Supply	
  S ourcing	
  
While	
  only	
  1%	
  of	
  respondents	
  indicated	
  they	
  purchase	
  the	
  majority	
  of	
  their	
  supplies	
  from	
  local	
  or	
  
regional	
  suppliers,	
  a	
  majority	
  sell	
  primarily	
  to	
  local	
  customers.	
  Combined,	
  these	
  two	
  findings	
  
indicate	
  that	
  businesses’	
  purchasing	
  policies	
  may	
  have	
  significant	
  impact	
  on	
  the	
  Nakusp	
  economy.	
  	
  
Though	
  most	
  respondents	
  indicated	
  that	
  their	
  reason	
  for	
  out-­‐of-­‐area	
  purchasing	
  is	
  the	
  availability	
  
of	
  necessary	
  supplies,	
  additional	
  research	
  on	
  this	
  theme	
  could	
  help	
  determine	
  if	
  there	
  are	
  in	
  fact	
  
opportunities	
  to	
  address	
  some	
  of	
  the	
  barriers	
  to	
  buying	
  locally.	
  
Recruitment	
  Initiatives	
  
	
  
Over	
  two	
  thirds	
  of	
  the	
  businesses	
  interviewed	
  reported	
  that	
  they	
  have	
  experienced	
  challenges	
  
recruiting	
  new	
  employees,	
  particularly	
  machine	
  operators	
  and	
  sales/service	
  personnel.	
  	
  	
  In	
  
addition,	
  a	
  similar	
  number	
  of	
  respondents	
  indicated	
  challenges	
  retaining	
  their	
  employees.	
  	
  As	
  
such,	
  actions	
  on	
  this	
  theme	
  could	
  involve	
  assisting	
  businesses	
  with	
  recruiting	
  further	
  afield	
  (as	
  
respondents	
  primarily	
  recruit	
  locally),	
  focusing	
  recruitment	
  efforts	
  on	
  tourists/amenity	
  migrants	
  
and	
  businesses	
  from	
  other	
  areas	
  (two	
  key	
  ‘customers	
  to	
  attract’	
  as	
  identified	
  by	
  respondents),	
  and	
  
promoting	
  the	
  factors	
  that	
  respondents	
  identified	
  as	
  strengths	
  of	
  doing	
  business	
  in	
  Nakusp	
  (e.g.,	
  
location,	
  lifestyle,	
  culture/sense	
  of	
  community).	
  	
  In	
  terms	
  of	
  retaining	
  employees,	
  as	
  responses	
  
38	
  
	
  

	
  
discussing	
  this	
  issue	
  were	
  extremely	
  varied,	
  additional	
  research	
  on	
  this	
  theme	
  may	
  provide	
  greater	
  
insight	
  into	
  businesses’	
  retention	
  challenges.	
  
Training	
  O pportunities	
  
A	
  lack	
  of	
  skilled	
  staff	
  was	
  commonly	
  cited	
  as	
  a	
  barrier	
  to	
  expansion	
  of	
  businesses	
  and	
  the	
  vast	
  
majority	
  of	
  respondents	
  identified	
  workforce	
  skill	
  development	
  as	
  important	
  to	
  the	
  
competitiveness	
  of	
  their	
  business.	
  	
  The	
  professional	
  development	
  “areas	
  for	
  improvement”	
  most	
  
often	
  listed	
  by	
  businesses	
  include	
  retail	
  and	
  hospitality,	
  business/management,	
  and	
  trades.	
  Uptake	
  
on	
  training	
  opportunities	
  can	
  be	
  low	
  in	
  the	
  region	
  due	
  to	
  the	
  limited	
  time	
  and	
  financial	
  resources	
  
available	
  to	
  the	
  types	
  of	
  businesses	
  that	
  characterize	
  the	
  Nakusp	
  area	
  (generally,	
  few	
  employees	
  
and	
  often,	
  no	
  funds	
  dedicated	
  to	
  training).	
  Therefore,	
  any	
  actions	
  on	
  this	
  theme	
  must	
  consider	
  
business	
  schedules	
  and	
  training	
  budgets.	
  Educational	
  and	
  training	
  institutions	
  in	
  the	
  region	
  could	
  
be	
  approached	
  as	
  potential	
  collaborators	
  in	
  meeting	
  businesses’	
  training	
  needs.	
  	
  
Infrastructure	
  
Throughout	
  the	
  survey,	
  Nakusp	
  businesses	
  highlighted	
  infrastructure	
  as	
  a	
  particular	
  area	
  of	
  
concern.	
  	
  Energy	
  and	
  transportation	
  infrastructure	
  were	
  commonly	
  mentioned	
  as	
  the	
  most	
  
significant	
  barriers	
  to	
  growth	
  in	
  the	
  community.	
  	
  In	
  addition,	
  regular	
  power	
  outages	
  and	
  limited	
  
ferry	
  services	
  have	
  had	
  serious	
  implications	
  on	
  the	
  Nakusp	
  business	
  community.	
  	
  While	
  immediate	
  
actions	
  for	
  this	
  theme	
  are	
  unclear,	
  additional	
  research	
  could	
  help	
  further	
  inform	
  the	
  exact	
  nature	
  
of	
  businesses’	
  perception	
  regarding	
  infrastructure	
  and	
  help	
  determine	
  if	
  there	
  opportunities	
  to	
  
address	
  this	
  barrier	
  to	
  growth.	
  
	
  
	
  
	
  

	
  
	
  

	
  

39	
  
	
  

	
  

APPENDIX	
  A:	
  DATA	
  TABLES	
  
COMPANY	
  INFORMATION	
  
	
  
Industry	
  Classification	
  
agriculture,	
  forestry,	
  fishing	
  and	
  mining	
  

5	
  

11%	
  

utilities	
  

0	
  

0%	
  

construction	
  

3	
  

7%	
  

manufacturing	
  

1	
  

2%	
  

retail	
  and	
  wholesale	
  trade	
  

20	
  

43%	
  

finance/insurance	
  

1	
  

2%	
  

professional,	
  scientific	
  and	
  technical	
  services	
  

4	
  

9%	
  

arts,	
  entertainment	
  and	
  recreation	
  

0	
  

0%	
  

accommodation	
  and	
  food	
  service	
  

10	
  

22%	
  

other	
  services	
  

2	
  

4%	
  

Total	
  

46	
   100%	
  

	
  
Location	
  of	
  Competitors	
  
Local/regional	
  

38	
  

83%	
  

Elsewhere	
  in	
  BC	
  

26	
  

57%	
  

Elsewhere	
  in	
  Canada	
  

1	
  

2%	
  

International	
  

2	
  

4%	
  

Unique	
  Respondents	
  

67	
   	
  	
  

	
  
	
  
	
  
	
  
40	
  
	
  

	
  
Success	
  Factors	
  
family	
  friendly	
  &	
  safe	
  

0	
  

0%	
  

location	
  /	
  proximity	
  to	
  markets	
  or	
  amenities	
  

13	
   28%	
  

quality	
  products	
  &	
  service	
  

14	
   30%	
  

diversity,	
  flexibility/hours	
  of	
  operation	
  &	
  prices	
  

2	
  

quality	
  staff	
  &	
  customer	
  service	
  

31	
   67%	
  

customers	
  /	
  reputation	
  

15	
   33%	
  

length	
  of	
  time	
  in	
  business	
  

22	
   48%	
  

niche	
  market	
  /	
  market	
  share	
  

5	
  

11%	
  

investing	
  in	
  new	
  equipment	
  

0	
  

0%	
  

local	
  supply	
  

2	
  

4%	
  

other	
  

9	
  

20%	
  

Unique	
  respondents	
  

46	
  

	
  	
  

4%	
  

	
  
Life	
  Cycle	
  Stage	
  
Emerging	
  

7	
  

15%	
  

Growing	
  

13	
  

28%	
  

Maturing	
  (status	
  
quo)	
  

20	
  

43%	
  

Declining	
  

6	
  

13%	
  

Total	
  

46	
   100%	
  

	
  
Ownership	
  Status	
  
Private	
  

44	
  

98%	
  

Public	
  

1	
  

2%	
  

Total	
  

45	
  

100%	
  

41	
  
	
  

	
  
	
  
Type	
  of	
  Company	
  
Sole	
  Proprietorship	
  

12	
  

26%	
  

Partnership	
  

4	
  

9%	
  

Corporation	
  

28	
  

61%	
  

Limited	
  Liability	
  Partnership	
  

0	
  

0%	
  

Non-­‐Profit	
  

0	
  

0%	
  

Other	
  

2	
  

4%	
  

Total	
  

46	
   100%	
  

	
  
Location	
  of	
  Headquarters	
  
In	
  Province	
  

45	
  

98%	
  

In	
  Canada	
  

1	
  

2%	
  

International	
  

0	
  

0%	
  

Total	
  

46	
  

100%	
  

	
  
Length	
  of	
  Time	
  in	
  Business	
  
Less	
  than	
  1	
  year	
  

4	
  

9%	
  

1-­‐4	
  years	
  

5	
  

11%	
  

5-­‐9	
  years	
  

3	
  

7%	
  

10-­‐19	
  years	
  

8	
  

17%	
  

More	
  than	
  20	
  years	
  

26	
  

57%	
  

Total	
  

46	
  

100%	
  

	
  
	
  
	
  
42	
  
	
  

	
  
Function	
  of	
  Facility	
  

	
  	
  

	
  	
  

Distribution	
  

9	
  

21%	
  

Engineering	
  /	
  R&D	
  

4	
  

9%	
  

Headquarters	
  

2	
  

5%	
  

Manufacturing	
  

3	
  

7%	
  

Services	
  

41	
  

95%	
  

Warehousing	
  

5	
  

12%	
  

Unique	
  respondents	
  

64	
   	
  	
  

	
  
Other	
  Similar	
  Locations	
  
In	
  Canada	
  

8	
  

17%	
  

Elsewhere	
  in	
  World	
  

2	
  

5%	
  

	
  
Ownership	
  and	
  Management	
  Changes	
  
Recent	
  ownership	
  change	
  

8	
   17%	
  

Recent	
  management	
  change	
  

11	
   24%	
  

Pending	
  ownership	
  change	
  

10	
   22%	
  

	
  
Exit	
  Strategy	
  
family	
  sale/transfer	
  

1	
  

non-­‐family	
  sale/transfer	
  

6	
  

another	
  company	
  
sale/transfer	
  

1	
  

close	
  business	
  

1	
  

other	
  

2	
  

	
  
43	
  
	
  

	
  
Respondent	
  Age	
  (Estimated)	
  
over	
  65	
  

2	
  

5%	
  

60-­‐65	
  yrs	
  

2	
  

5%	
  

54-­‐59	
  yrs	
  

4	
  

9%	
  

50-­‐54	
  yrs	
  

12	
  

27%	
  

45-­‐49	
  yrs	
  

14	
  

32%	
  

44	
  yrs	
  &	
  under	
  

10	
  

23%	
  

Total	
  

44	
  

100%	
  

	
  
Successor	
  Identified	
  
Yes	
  

1	
  

2%	
  

No	
  

41	
  

98%	
  

Total	
  

42	
  

100%	
  

	
  
Formal	
  Succession	
  
Plan	
  
Yes	
  

2	
  

5%	
  

No	
  

14	
  

34%	
  

N/A	
  

25	
  

61%	
  

Total	
  

41	
  

100%	
  

	
  
Current	
  Business	
  Plan	
  
Yes	
  

45	
  

98%	
  

No	
  

1	
  

2%	
  

Total	
  

46	
  

100%	
  

	
  
	
  
44	
  
	
  

	
  

LOCAL	
  WORKFORCE	
  
	
  
Number	
  of	
  Full-­‐Time	
  Employees	
  
Less	
  than	
  5	
  

33	
  

72%	
  

5-­‐9	
  

5	
  

11%	
  

10-­‐19	
  

2	
  

4%	
  

20-­‐49	
  

5	
  

11%	
  

50-­‐99	
  

1	
  

2%	
  

100+	
  

0	
  

0%	
  

Total	
  

46	
  

100%	
  

	
  
Number	
  of	
  Part-­‐Time	
  Employees	
  
None	
  

19	
  

41%	
  

1-­‐10	
  

25	
  

54%	
  

More	
  than	
  10	
  

2	
  

4%	
  

Total	
  

46	
  

100%	
  

	
  
Number	
  of	
  Temporary	
  Employees	
  
None	
  

32	
  

70%	
  

13	
  

28%	
  

More	
  than	
  10	
  

1	
  

2%	
  

Total	
  

46	
  

100%	
  

1-­‐10	
  

	
  
Number	
  of	
  Total	
  Employees	
  
Less	
  than	
  5	
  

21	
  

46%	
  

5	
  to	
  9	
  

15	
  

33%	
  

10	
  to	
  19	
  

3	
  

7%	
  

20	
  to	
  49	
  

5	
  

11%	
  

50	
  to	
  99	
  

1	
  

2%	
  

100+	
  

1	
  

2%	
  

Total	
  

46	
  

100%	
  

45	
  
	
  

	
  
	
  
Employment	
  Trend	
  Over	
  Last	
  10	
  Years	
  
Decreased	
  

7	
  

17%	
  

Stayed	
  the	
  same	
  

31	
  

74%	
  

Increased	
  

4	
  

10%	
  

Total	
  

42	
  

100%	
  

	
  
Full-­‐Time	
  Employment	
  Trend	
  Over	
  Last	
  3	
  Years	
  
Decreased	
  

9	
  

20%	
  

Stayed	
  the	
  same	
  

30	
  

65%	
  

Increased	
  

7	
  

15%	
  

Total	
  

46	
  

100%	
  

	
  
Part-­‐Time	
  Employment	
  Trend	
  Over	
  Last	
  3	
  Years	
  
Decreased	
  

10	
  

26%	
  

Stayed	
  the	
  same	
  

23	
  

59%	
  

Increased	
  

6	
  

15%	
  

Total	
  

39	
  

100%	
  

	
  
Temporary	
  Employment	
  Trend	
  Over	
  Last	
  3	
  Years	
  
Decreased	
  

9	
  

33%	
  

Stayed	
  the	
  same	
  

14	
  

52%	
  

Increased	
  

4	
  

15%	
  

Total	
  

27	
  

100%	
  

	
  
Full-­‐Time	
  Employment	
  Trend	
  Over	
  Next	
  3	
  Years	
  
Decreasing	
  

3	
  

7%	
  

Staying	
  the	
  same	
  

28	
  

61%	
  

Increasing	
  

15	
  

33%	
  

Total	
  

46	
  

100%	
  

	
  
	
  

46	
  
	
  

	
  
Part-­‐Time	
  Employment	
  Trend	
  Over	
  
Next	
  3	
  Years	
  
Decreasing	
  

5	
  

13%	
  

Staying	
  the	
  same	
  

22	
  

58%	
  

Increasing	
  

11	
  

29%	
  

Total	
  

38	
  

100%	
  

	
  
Temporary	
  Employment	
  Trend	
  Over	
  
Next	
  3	
  Years	
  
Decreasing	
  

5	
  

18%	
  

Staying	
  the	
  same	
  

21	
  

75%	
  

Increasing	
  

2	
  

7%	
  

Total	
  

28	
  

100%	
  

	
  
Trend	
  in	
  Unfilled	
  Positions	
  
Decreasing	
  

6	
  

15%	
  

Staying	
  the	
  same	
  

31	
  

76%	
  

Increasing	
  

4	
  

10%	
  

Total	
  

41	
  

100%	
  

	
  
Training	
  Budget	
  
Yes	
  

	
  

No	
  

	
  

Total	
  

	
  	
  

26	
  

59%	
  

18	
  

41%	
  

44	
  

100%	
  

	
  
Location	
  of	
  Workforce	
  Recruitment	
  
Local	
  

42	
  

95%	
  

Provincial	
  

1	
  

2%	
  

National	
  

1	
  

2%	
  

International	
  

0	
  

0%	
  

Total	
  

44	
  

100%	
  

	
  
	
  

47	
  
	
  

	
  
Skilled/Professional	
  Employees	
  as	
  %	
  of	
  
Workforce	
  
Less	
  than	
  25%	
  

2	
  

6%	
  

25-­‐49%	
  

3	
  

10%	
  

50-­‐74%	
  

6	
  

19%	
  

75-­‐100%	
  

20	
  

65%	
  

Total	
  

31	
  

100%	
  

	
  
Semi-­‐Skilled	
  Employees	
  as	
  %	
  of	
  
Workforce	
  
Less	
  than	
  25%	
  

5	
  

19%	
  

25-­‐49%	
  

7	
  

27%	
  

50-­‐74%	
  

3	
  

12%	
  

75-­‐100%	
  

11	
  

42%	
  

Total	
  

26	
  

100%	
  

	
  
Entry-­‐Level	
  Employees	
  as	
  %	
  of	
  
Workforce	
  
Less	
  than	
  25%	
  

17	
  

81%	
  

25-­‐49%	
  

2	
  

10%	
  

50-­‐74%	
  

2	
  

10%	
  

75-­‐100%	
  

0	
  

0%	
  

Total	
  

21	
  

100%	
  

	
  
Average	
  Wage	
  of	
  Skilled/Professional	
  
Employee	
  
Under	
  $20	
  

2	
  

8%	
  

$20-­‐$29	
  

8	
  

33%	
  

$30-­‐$49	
  

11	
  

46%	
  

$50+	
  

3	
  

13%	
  

Total	
  

24	
  

100%	
  

	
  
	
  
	
  
	
  
	
  

48	
  
	
  

	
  
Average	
  Wage	
  of	
  Semi-­‐Skilled	
  
Employees	
  
$10-­‐$14	
  

2	
  

9%	
  

$15-­‐$19	
  

3	
  

13%	
  

$20-­‐$24	
  

11	
  

48%	
  

$25	
  or	
  more	
  

7	
  

30%	
  

Total	
  

23	
  

100%	
  

	
  
Average	
  Wage	
  of	
  Entry	
  Level	
  Employee	
  
$10	
  to	
  $12	
  

12	
  

55%	
  

$13	
  to	
  $15	
  

4	
  

18%	
  

$16	
  to	
  $20	
  

5	
  

23%	
  

$21	
  to	
  $25	
  

1	
  

5%	
  

Total	
  

22	
  

100%	
  

	
  
Wages	
  in	
  Relation	
  to	
  Other	
  
Businesses	
  in	
  the	
  Region	
  
Less	
  than	
  

0	
  

0%	
  

Same	
  

36	
  

80%	
  

Greater	
  than	
  

9	
  

20%	
  

Total	
  

45	
  

100%	
  

	
  
Age	
  of	
  Majority	
  of	
  Essential	
  
Employees	
  
Less	
  than	
  25	
  

1	
  

2%	
  

25	
  to	
  34	
  

8	
  

17%	
  

35	
  to	
  49	
  

26	
  

57%	
  

50+	
  

11	
  

24%	
  

Total	
  

46	
  

100%	
  

	
  
	
  
	
  
	
  
	
  
49	
  
	
  

	
  
Critical	
  Issues	
  for	
  Employees	
  
Child	
  care	
  

36	
  

78%	
  

Cost	
  of	
  living	
  

41	
  

89%	
  

Housing	
  

39	
  

85%	
  

Transportation	
  

17	
  

37%	
  

Other	
  

29	
  

63%	
  

Unique	
  Respondents	
  

46	
   	
  	
  

	
  
Location	
  of	
  Employees	
  
	
  	
  

Elsewhere	
  in	
  
Region	
  

In	
  Community	
  

Outside	
  of	
  
Region	
  

0-­‐24%	
  

0%	
  

67%	
  

0%	
  

25-­‐49%	
  

0%	
  

33%	
  

100%	
  

50-­‐74%	
  

7%	
  

0%	
  

0%	
  

75-­‐100%	
  

93%	
  

0%	
  

0%	
  

Total	
  

100%	
  

100%	
  

100%	
  

	
  
Retention	
  Challenge	
  
Yes	
  

33	
  

72%	
  

No	
  

13	
  

28%	
  

Total	
  

46	
  

100%	
  

	
  
Recruitment	
  Challenge	
  
Yes	
  

33	
  

73%	
  

No	
  

12	
  

27%	
  

Total	
  

45	
  

100%	
  

	
  
	
  
	
  
	
  
	
  
	
  
	
  
50	
  
	
  

	
  
Current	
  Recruitment	
  Areas	
  
admin/clerical	
  

1	
  

advanced	
  mfg	
  workers	
  

0	
  

agriculture	
  /	
  farming	
  

0	
  

assembler/line	
  workers	
  

0	
  

CDL	
  drivers/	
  Class	
  1	
  Drivers	
  

0	
  

construction/contractors	
  

5	
  

electrical/electronics	
  

3	
  

food/beverage	
  service	
  

8	
  

general	
  labourer	
  

3	
  

graphic	
  arts/printing	
  

0	
  

healthcare	
  professionals	
  

0	
  

hospitality	
  service	
  

4	
  

machine	
  operators	
  

8	
  

machinists	
  

2	
  

maintenance	
  

3	
  

manufacturing	
  other	
  

0	
  

marketing	
  

0	
  

material/fabricators	
  

2	
  

mechanics	
  

4	
  

plant	
  managers/operators	
  

0	
  

professional/info	
  tech/programming	
  

0	
  

professional	
  other	
  

5	
  

professional	
  technical	
  

2	
  

sales/retail	
  

5	
  

sales/service	
  

8	
  

engineers	
  

0	
  

hair	
  dressers	
  /	
  salon	
  stylists	
  

0	
  

other	
  

22	
  

Total	
  

85	
  

51	
  
	
  

	
  
	
  
Future	
  Recruitment	
  Areas	
  
admin/clerical	
  

1	
  

advanced	
  mfg	
  workers	
  

0	
  

agriculture	
  /	
  farming	
  

0	
  

assembler/line	
  workers	
  

0	
  

CDL	
  drivers/	
  Class	
  1	
  Drivers	
  

0	
  

construction/contractors	
  

3	
  

electrical/electronics	
  

0	
  

food/beverage	
  service	
  

6	
  

general	
  labourer	
  

3	
  

graphic	
  arts/printing	
  

0	
  

healthcare	
  professionals	
  

1	
  

hospitality	
  service	
  

1	
  

machine	
  operators	
  

5	
  

machinists	
  

2	
  

maintenance	
  

2	
  

manufacturing	
  other	
  

0	
  

marketing	
  

0	
  

material/fabricators	
  

1	
  

mechanics	
  

4	
  

plant	
  managers/operators	
  

0	
  

prof/info	
  tech/programming	
  

1	
  

professional	
  other	
  

3	
  

professional	
  technical	
  

4	
  

sales/retail	
  

5	
  

sales/service	
  

4	
  

engineers	
  

0	
  

hair	
  dressers	
  /	
  salon	
  stylists	
  

0	
  

other	
  

17	
  

Total	
  

63	
  

52	
  
	
  

	
  
	
  
Union	
  Status	
  
Yes	
  

3	
  

5%	
  

No	
  

55	
  

95%	
  

Total	
  

58	
  

100%	
  

	
  
Professional	
  Development	
  Needs	
  
Administrative	
  /	
  Computer	
  
4	
  
12%	
  
Skills	
  
Technology	
  Skills	
  

0	
  

0%	
  

Trades	
  

6	
  

18%	
  

Equipment	
  Operators	
  

5	
  

15%	
  

Retail	
  &	
  Hospitality	
  

10	
  

30%	
  

First	
  Aid	
  /	
  WHMIS	
  /	
  Food	
  
Safe	
  

5	
  

15%	
  

Business	
  /	
  Management	
  

7	
  

21%	
  

Other	
  

12	
  

36%	
  

Total	
  

49	
  

148%	
  

	
  
Usual	
  Training	
  Location	
  
Local	
  

29	
  

59%	
  

Regional	
  

14	
  

29%	
  

Provincial	
  

6	
  

12%	
  

National	
  

0	
  

0%	
  

United	
  States	
  

0	
  

0%	
  

Total	
  

49	
  

1	
  

	
  
Preferred	
  Training	
  Mechanisms	
  
Classroom/Seminar	
  

23	
  

37%	
  

Individual	
  Coaching	
  

30	
  

48%	
  

Online	
  Webinar/Training	
  

10	
  

16%	
  

Apprenticeship	
  

0	
  

0%	
  

Trade	
  Shows/Conferences	
  

0	
  

0%	
  

Total	
  

63	
   100%	
  

53	
  
	
  

	
  

SALES	
  
	
  
Annual	
  Sales	
  
under	
  $100,000	
  

0	
  

0%	
  

$100,000	
  to	
  $499,999	
  

0	
  

0%	
  

$500,000	
  to	
  $999,999	
  

0	
  

0%	
  

$1,000,000	
  to	
  $4,999,999	
  

0	
  

0%	
  

over	
  $5,000,000	
  

1	
   100%	
  

Total	
  

1	
   100%	
  

	
  
Status	
  of	
  Market	
  for	
  
Product/Service	
  
Decreasing	
  

11	
  

24%	
  

Stable	
  

15	
  

33%	
  

Increasing	
  

20	
  

43%	
  

Total	
  

46	
  

100%	
  

	
  
Status	
  of	
  Market	
  Share	
  
Decreasing	
  

4	
  

9%	
  

Stable	
  

23	
  

50%	
  

Increasing	
  

19	
  

41%	
  

Total	
  

46	
  

100%	
  

	
  
Projected	
  Sales	
  Growth	
  Over	
  Next	
  
Year	
  
declining	
  

2	
  

5%	
  

0%	
  

6	
  

14%	
  

1-­‐9%	
  

23	
  

55%	
  

10-­‐24%	
  

8	
  

19%	
  

25-­‐49%	
  

1	
  

2%	
  

50-­‐99%	
  

2	
  

5%	
  

100%+	
  

0	
  

0%	
  

Total	
  

42	
  

100%	
  

	
  
	
  
54	
  
	
  

	
  
Historical	
  Sales	
  Trend:	
  This	
  
Location	
  
Declined	
  

12	
  

27%	
  

Stayed	
  the	
  same	
  

15	
  

33%	
  

Increased	
  

18	
  

40%	
  

Total	
  

45	
  

100%	
  

	
  
Historical	
  Sales	
  Trend:	
  Parent	
  
Company	
  
Not	
  Applicable	
  

31	
  

79%	
  

Declined	
  

1	
  

3%	
  

Stayed	
  the	
  same'	
  

4	
  

10%	
  

Increased	
  

3	
  

8%	
  

Total	
  

39	
  

100%	
  

	
  
Historical	
  Sales	
  Trend:	
  Industry	
  
Declined	
  

16	
  

39%	
  

Stayed	
  the	
  same	
  

12	
  

29%	
  

Increased	
  

13	
  

32%	
  

Total	
  

41	
  

100%	
  

	
  
Sales	
  from	
  Top	
  3	
  Customers	
  
(%)	
  
1-­‐9%	
  

29	
  

78%	
  

10-­‐25%	
  

2	
  

5%	
  

26-­‐50%	
  

3	
  

8%	
  

51-­‐75%	
  

0	
  

0%	
  

76-­‐100%	
  

3	
  

8%	
  

Total	
  

37	
  

100%	
  

	
  
Government	
  Procurement	
  
Yes	
  

5	
  

9%	
  

No	
  

41	
  

91%	
  

Total	
  

46	
  

100%	
  

	
  
	
  
55	
  
	
  

	
  
Source	
  of	
  Sales:	
  Local	
  
0%	
  

0	
  

0%	
  

under	
  50%	
  

13	
  

33%	
  

50	
  to	
  99%	
  

15	
  

38%	
  

100%	
  

11	
  

28%	
  

Total	
  

39	
  

100%	
  

	
  
Source	
  of	
  Sales:	
  Provincial	
  
0%	
  

0	
  

0%	
  

under	
  50%	
  

19	
  

61%	
  

50	
  to	
  99%	
  

12	
  

39%	
  

100%	
  

0	
  

0%	
  

Total	
  

31	
   100%	
  

	
  
Source	
  of	
  Sales:	
  National	
  
0%	
  

0	
  

0%	
  

under	
  50%	
  

10	
  

83%	
  

50	
  to	
  99%	
  

2	
  

17%	
  

100%	
  

0	
  

0%	
  

Total	
  

12	
  

100%	
  

	
  
Source	
  of	
  Sales:	
  United	
  States	
  
0%	
  

0	
  

0%	
  

under	
  50%	
  

2	
  

50%	
  

50	
  to	
  99%	
  

2	
  

50%	
  

100%	
  

0	
  

0%	
  

Total	
  

4	
  

100%	
  

	
  
Source	
  of	
  Sales:	
  International	
  
0%	
  

0	
  

0%	
  

under	
  50%	
  

2	
  

67%	
  

50	
  to	
  99%	
  

1	
  

33%	
  

100%	
  

0	
  

0%	
  

Total	
  

3	
  

100%	
  

56	
  
	
  

	
  
	
  
Source	
  of	
  Supplies:	
  Local	
  /	
  
Regional	
  
0%	
  

0	
  

0%	
  

under	
  50%	
  

13	
  

45%	
  

50	
  to	
  99%	
  

11	
  

38%	
  

100%	
  

5	
  

17%	
  

Total	
  

29	
  

100%	
  

	
  
Source	
  of	
  Supplies:	
  Provincial	
  
0%	
  

0	
  

0%	
  

under	
  50%	
  

13	
  

42%	
  

50	
  to	
  99%	
  

15	
  

48%	
  

100%	
  

3	
  

10%	
  

Total	
  

31	
  

100%	
  

	
  
Source	
  of	
  Supplies:	
  National	
  
0%	
  

0	
  

0%	
  

under	
  50%	
  

15	
  

68%	
  

50	
  to	
  99%	
  

4	
  

18%	
  

100%	
  

3	
  

14%	
  

Total	
  

22	
  

100%	
  

	
  
Source	
  of	
  Supplies:	
  United	
  
States	
  
0%	
  

0	
  

0%	
  

under	
  50%	
  

8	
  

89%	
  

50	
  to	
  99%	
  

1	
  

11%	
  

100%	
  

0	
  

0%	
  

Total	
  

9	
  

100%	
  

	
  
Source	
  of	
  Supplies:	
  
International	
  
0%	
  

0	
  

0%	
  

under	
  50%	
  

4	
  

80%	
  

50	
  to	
  99%	
  

1	
  

20%	
  

57	
  
	
  

	
  
100%	
  

0	
  

0%	
  

Total	
  

5	
  

100%	
  

	
  
Reason	
  for	
  Out	
  of	
  Area	
  Purchasing	
  
Product	
  not	
  available	
  here	
  

25	
   66%	
  

Quality	
  of	
  product	
  available	
  here	
  

6	
   16%	
  

Higher	
  costs	
  locally	
  

4	
   11%	
  

No	
  control/Head	
  office	
  decision	
  

3	
  

8%	
  

Unaware	
  of	
  local	
  vendors	
  

0	
  

0%	
  

Relationship	
  with	
  current	
  supplier	
  

0	
  

0%	
  

Other	
  

2	
  

5%	
  

Unique	
  respondents	
  

38	
   	
  	
  

	
  
International	
  Trade	
  Status	
  
Not	
  
applicable/None	
  

44	
  

96%	
  

Import	
  

0	
  

0%	
  

Export	
  

2	
  

4%	
  

Unique	
  
Respondents	
  

46	
   100%	
  

	
  
Export	
  Sales	
  Trend	
  
Not	
  Applicable	
  

12	
  

36%	
  

Declining	
  

6	
  

18%	
  

Staying	
  the	
  Same	
  

6	
  

18%	
  

Increasing	
  

9	
  

27%	
  

Total	
  

33	
   100%	
  

	
  
	
  
	
  
	
  

58	
  
	
  

	
  

FACILITIES	
  AND	
  EQUIPMENT	
  
	
  
Size	
  of	
  Facility	
  
0	
  

0	
  

0%	
  

less	
  than	
  1000	
  sq	
  ft	
  

10	
  

26%	
  

1000	
  to	
  4999	
  sq	
  ft	
  

22	
  

56%	
  

5000	
  to	
  9999	
  sq	
  ft	
  

2	
  

5%	
  

10,000	
  to	
  19,999	
  sq	
  
ft	
  

1	
  

3%	
  

20,000	
  sq	
  ft	
  or	
  more	
  

4	
  

10%	
  

Total	
  

39	
  

100%	
  

	
  
Ownership	
  Status	
  
Leased	
  

8	
  

18%	
  

Owned	
  

37	
  

82%	
  

Total	
  

45	
  

100%	
  

	
  
Length	
  of	
  Time	
  Remaining	
  on	
  Lease	
  
less	
  than	
  1	
  Year	
  

1	
  

13%	
  

1-­‐2	
  Years	
  

5	
  

63%	
  

3-­‐5	
  Years	
  

2	
  

25%	
  

More	
  than	
  5	
  
Years	
  

0	
  

0%	
  

Total	
  

8	
  

100%	
  

	
  
Renewing	
  Lease	
  
No	
  

2	
  

22%	
  

Yes	
  

7	
  

78%	
  

Total	
  

9	
  

100%	
  

	
  

59	
  
	
  

	
  
Condition	
  of	
  Facility	
  
Poor	
  

0	
  

0%	
  

Fair	
  

12	
  

27%	
  

Good	
  	
  

26	
  

58%	
  

Excellent	
  

7	
  

16%	
  

Total	
  

45	
  

100%	
  

	
  
Condition	
  of	
  Equipment	
  
Poor	
  

1	
  

2%	
  

Fair	
  

7	
  

16%	
  

Good	
  	
  

31	
  

69%	
  

Excellent	
  

6	
  

13%	
  

Total	
  

45	
  

100%	
  

	
  
Number	
  of	
  Shifts	
  
One	
  Shift	
  

21	
  

68%	
  

Two	
  Shifts	
  

8	
  

26%	
  

24	
  Hours	
  

2	
  

6%	
  

Total	
  

31	
  

100%	
  

	
  
Investment	
  in	
  Facility	
  (past	
  18	
  
months)	
  
Decreased	
  

4	
  

9%	
  

Stayed	
  the	
  same	
  

29	
  

63%	
  

Increased	
  

13	
  

28%	
  

Total	
  

46	
  

100%	
  

	
  
	
  
	
  
60	
  
	
  

	
  
Investment	
  in	
  Equipment	
  (past	
  18	
  
months)	
  
Decreasing	
  

2	
  

4%	
  

Staying	
  the	
  Same	
  

28	
  

62%	
  

Increasing	
  

15	
  

33%	
  

Total	
  

45	
  

100%	
  

	
  
Room	
  for	
  Expansion	
  
Yes	
  

19	
  

43%	
  

No	
  	
  

23	
  

52%	
  

Maybe	
  

2	
  

5%	
  

Total	
  

44	
  

100%	
  

	
  
Awareness	
  of	
  Energy	
  Efficiency	
  
Resources	
  
Yes	
  

36	
  

82%	
  

No	
  

8	
  

18%	
  

Total	
  

44	
  

100%	
  

	
  
Expansion	
  Plans	
  (Next	
  3	
  Years)	
  
Yes	
  

17	
  

37%	
  

No	
  

29	
  

63%	
  

Total	
  

46	
  

100%	
  

	
  
Expansion	
  in	
  Community	
  
No	
  

1	
  

6%	
  

Yes	
  

16	
  

94%	
  

Total	
  

17	
  

100%	
  

	
  
	
  
61	
  
	
  

	
  
Adequacy	
  of	
  Current	
  Site	
  for	
  
Expansion	
  
No	
  

4	
  

24%	
  

Yes	
  

13	
  

76%	
  

Total	
  

17	
  

100%	
  

	
  
	
  
Estimated	
  Expansion	
  Investment	
  
less	
  than	
  $25,000	
  

0	
  

0%	
  

$25,000	
  to	
  $99,999	
  

0	
  

0%	
  

$100,000	
  to	
  $499,999	
  

2	
  

40%	
  

$500,000	
  to	
  $999,999	
  

0	
  

0%	
  

$1,000,000	
  to	
  4,999,999	
  

2	
  

40%	
  

$5,000,000	
  to	
  $9,999,999	
  

0	
  

0%	
  

$10,000,000	
  to	
  $19,999,999	
  

0	
  

0%	
  

More	
  than	
  $20,000,000	
  

1	
  

20%	
  

Total	
  

5	
   100%	
  

	
  
Component	
  on	
  Expansion	
  
Investment	
  for	
  Equipment	
  
0%	
  

0	
  

0%	
  

under	
  50%	
  

1	
  

50%	
  

50	
  to	
  99%	
  

1	
  

50%	
  

100%	
  

0	
  

0%	
  

Total	
  

2	
  

100%	
  

	
  
Component	
  of	
  Expansion	
  
Investment	
  for	
  Real	
  Estate	
  
0%	
  

0	
  

0%	
  

under	
  50%	
  

0	
  

0%	
  

50	
  to	
  99%	
  

2	
  

100%	
  

100%	
  

0	
  

0%	
  

Total	
  

2	
  

100%	
  

	
  
62	
  
	
  

	
  
Size	
  of	
  Facility	
  Expansion	
  
Less	
  than	
  3000	
  ft2	
  

0	
  

33%	
  

3000	
  ft2	
  or	
  more	
  

2	
  

67%	
  

Total	
  

2	
   100%	
  

	
  
Timeframe	
  for	
  Expansion	
  
Less	
  than	
  1	
  Year	
  

4	
  

31%	
  

1-­‐3	
  years	
  

6	
  

46%	
  

More	
  than	
  3	
  Years	
  

3	
  

23%	
  

Total	
  

13	
   100%	
  

	
  
Barriers	
  to	
  Expansion	
  
Broadband	
  Access	
  

5	
  

6%	
  

Energy	
  Reliability	
  

6	
  

7%	
  

Identifying	
  /	
  Accessing	
  New	
  Markets	
  

5	
  

6%	
  

Lack	
  of	
  Suitable	
  Premises	
  

4	
  

5%	
  

Problems	
  with	
  Development	
  
Approvals	
  

1	
  

1%	
  

Energy	
  Costs	
  

10	
  

12%	
  

Financing	
  

3	
  

4%	
  

Lack	
  of	
  Skilled	
  Staff	
  

15	
  

18%	
  

Local	
  Regulations	
  (Zoning)	
  

17	
  

20%	
  

Roads	
  

8	
  

10%	
  

Warehousing	
  

1	
  

1%	
  

Real	
  Estate	
  Costs	
  

0	
  

0%	
  

Transport/Freight	
  

8	
  

10%	
  

Unique	
  Respondents	
  

83	
   100%	
  

	
  
Sought	
  Expansion	
  Assistance	
  
Yes	
  

10	
  

43%	
  

No	
  

13	
  

57%	
  

Total	
  

23	
  

100%	
  

63	
  
	
  

	
  
	
  
Considering	
  Energy	
  Efficiency	
  in	
  
Expansion	
  Plans	
  
Yes	
  

20	
  

83%	
  

No	
  

4	
  

17%	
  

Total	
  

24	
  

100%	
  

	
  

GOVERNMENT	
  SERVICES	
  
	
  
Government	
  Services	
  
	
  	
  

N/A	
   Poor	
   Fair	
   Average	
   Good	
   Excellent	
   Total	
  

Access	
  to	
  airport	
  facilities	
  

61%	
  

17%	
   20%	
  

0%	
  

2%	
  

0%	
   100%	
  

Access	
  to	
  highways/roadways	
  

0%	
  

9%	
   22%	
  

0%	
  

60%	
  

9%	
   100%	
  

Access	
  to	
  markets	
  

0%	
  

7%	
   28%	
  

0%	
  

54%	
  

11%	
   100%	
  

Access	
  to	
  suppliers	
  

4%	
  

39%	
   26%	
  

0%	
  

24%	
  

7%	
   100%	
  

Availability	
  of	
  road	
  transport	
  services	
  

0%	
  

67%	
   20%	
  

0%	
  

11%	
  

2%	
   100%	
  

Availability	
  of	
  rail	
  transport	
  

98%	
  

2%	
  

0%	
  

0%	
  

0%	
  

0%	
   100%	
  

Availability	
  of	
  warehousing	
  

57%	
  

35%	
  

7%	
  

0%	
  

0%	
  

2%	
   100%	
  

Disposal	
  of	
  waste	
  material	
  

22%	
  

13%	
   17%	
  

0%	
  

46%	
  

2%	
   100%	
  

Recycling	
  

15%	
  

13%	
   24%	
  

0%	
  

46%	
  

2%	
   100%	
  

Inspections	
  (e.g.,	
  licensing)	
  

13%	
  

15%	
   39%	
  

0%	
  

30%	
  

2%	
   100%	
  

Development	
  approval	
  process	
  

13%	
  

54%	
   24%	
  

0%	
  

9%	
  

0%	
   100%	
  

Telecommunications	
  

0%	
  

50%	
   26%	
  

0%	
  

20%	
  

4%	
   100%	
  

Availability	
  of	
  buildings	
  

37%	
  

43%	
   11%	
  

0%	
  

9%	
  

0%	
   100%	
  

Availability	
  of	
  appropriately	
  zoned	
  land	
  

37%	
  

48%	
  

9%	
  

0%	
  

7%	
  

0%	
   100%	
  

Water	
  and	
  sewerage	
  supply	
  

18%	
  

7%	
   38%	
  

0%	
  

36%	
  

2%	
   100%	
  

	
  
Recommended	
  Improvements	
  to	
  Government	
  
Services	
  
Road	
  Quality	
  

3	
  

7%	
  

Ferry	
  Services	
  

38	
  

86%	
  

Approvals	
  and	
  Permits	
  

6	
  

14%	
  

64	
  
	
  

	
  
Taxes	
  

2	
  

5%	
  

Telecommunications	
  

6	
  

14%	
  

Water	
  and	
  Sewer	
  

0	
  

0%	
  

Recycling	
  and	
  Waste	
  
Management	
  

1	
  

2%	
  

2	
  

5%	
  

5	
  

11%	
  

16	
  

36%	
  

	
  

Airports	
  

	
  

Freight	
  and	
  Couriers	
  
Utilities	
  

	
  

Unique	
  Respondents	
  

79	
   	
  	
  

BUSINESS	
  CLIMATE	
  
Business	
  Climate	
  Factors	
  
Excellent	
  or	
  
Good	
  

Fair	
  or	
  
Poor	
  

Workforce	
  Quality	
  

39%	
  

57%	
  

4%	
  

Workforce	
  Availability	
  

7%	
  

91%	
  

2%	
  

Workforce	
  Stability	
  

13%	
  

83%	
  

4%	
  

Local	
  Government	
  

4%	
  

96%	
  

0%	
  

Local	
  Tax	
  Structure	
  

7%	
  

89%	
  

4%	
  

Provincial	
  Tax	
  Structure	
  

13%	
  

80%	
  

7%	
  

Workers	
  Compensation	
  Rates	
  

20%	
  

59%	
  

22%	
  

Economic	
  Development	
  

2%	
  

98%	
  

0%	
  

Cultural	
  /	
  Recreational	
  Amenities	
  

48%	
  

52%	
  

0%	
  

Housing	
  

11%	
  

89%	
  

0%	
  

K-­‐12	
  Education	
  

59%	
  

35%	
  

7%	
  

Colleges	
  /	
  Universities	
  

0%	
  

9%	
  

89%	
  

Technical	
  Training	
  

7%	
  

57%	
  

37%	
  

Overall	
  Business	
  Climate	
  

9%	
  

91%	
  

0%	
  

Business	
  Climate	
  Factors	
  

No	
  
Opinion	
  

	
  
	
  
	
  

65	
  
	
  

	
  
Business	
  Competitiveness	
  Factors	
  
Not	
  
Not	
  
Important	
  
Applicable	
  
at	
  All	
  

	
  	
  
New	
  Product	
  Research	
  and	
  
Development	
  
New	
  Market	
  Development	
  
Locally	
  
New	
  Market	
  Development	
  
Outside	
  of	
  Region	
  
Access	
  to	
  Exporting	
  and	
  
International	
  Markets	
  

Not	
  Very	
  
Important	
  

Somewhat	
  
Important	
  

Very	
  
Total	
  
Important	
  

5	
  

1	
  

1	
  

23	
  

15	
  

45	
  

1	
  

0	
  

2	
  

13	
  

29	
  

45	
  

23	
  

1	
  

3	
  

12	
  

6	
  

45	
  

35	
  

2	
  

3	
  

3	
  

2	
  

45	
  

Add	
  or	
  Change	
  in	
  Business,	
  
Products	
  or	
  Services	
  

11	
  

1	
  

4	
  

25	
  

4	
  

45	
  

Strategic	
  Alliances	
  

1	
  

3	
  

3	
  

26	
  

12	
  

45	
  

12	
  

1	
  

4	
  

19	
  

9	
  

45	
  

11	
  

1	
  

8	
  

16	
  

9	
  

45	
  

Workplace	
  Health	
  and	
  Safety	
  

5	
  

1	
  

10	
  

14	
  

15	
  

45	
  

Workforce	
  Skill	
  Development	
  

4	
  

0	
  

0	
  

23	
  

18	
  

45	
  

Energy	
  Costs	
  

4	
  

1	
  

4	
  

10	
  

26	
  

45	
  

Water/Sewer	
  Availability	
  

18	
  

5	
  

7	
  

11	
  

2	
  

43	
  

Water/Sewer	
  Costs	
  

8	
  

3	
  

5	
  

7	
  

22	
  

45	
  

Reliable	
  Air	
  Transportation	
  

30	
  

6	
  

5	
  

3	
  

1	
  

45	
  

Affordable	
  Shipping/Freight	
  
Improvement	
  of	
  Customer	
  
Services	
  
Availability	
  of	
  
Telecommunications	
  
Infrastructure	
  and	
  Services	
  
Canadian	
  Dollar	
  Exchange	
  Rate	
  

6	
  

1	
  

3	
  

7	
  

28	
  

45	
  

3	
  

1	
  

3	
  

19	
  

19	
  

45	
  

0	
  

4	
  

10	
  

20	
  

11	
  

45	
  

20	
  

5	
  

2	
  

10	
  

8	
  

45	
  

29	
  

3	
  

1	
  

5	
  

7	
  

45	
  

13	
  

2	
  

1	
  

18	
  

8	
  

42	
  

Worker	
  Productivity	
  
Improvements	
  
Expansion	
  of	
  Workforce	
  

Accessing	
  Capital	
  
Business	
  Management	
  
Improvements	
  

	
  

	
  
Economic	
  Drivers	
  with	
  Growth	
  Potential	
  
Forestry	
  

7	
   15%	
  

Manufacturing	
  

1	
  

2%	
  

Education	
  

0	
  

0%	
  

Tourism	
  

12	
   26%	
  

Technology-­‐based	
  businesses	
  

5	
   11%	
  

Arts,	
  Culture	
  &	
  Creative	
  Businesses	
  

1	
  

	
  

	
  

2%	
  

66	
  
	
  

	
  
Health	
  &	
  Wellness	
  

3	
  

7%	
  

Relocation	
  of	
  People	
  from	
  Urban	
  Centres	
  

8	
   17%	
  

Government	
  

0	
  

0%	
  

Green	
  /	
  Environmental	
  Businesses	
  

0	
  

0%	
  

Finance	
  

0	
  

0%	
  

Construction	
  

0	
  

0%	
  

Other	
  Niche	
  Service	
  Businesses	
  

1	
  

2%	
  

Agriculture	
  

1	
  

2%	
  

Other	
  

0	
  

0%	
  

Unique	
  Respondents	
  

46	
   	
  	
  

	
  

	
  
Community's	
  Strengths	
  as	
  a	
  Place	
  to	
  do	
  Business	
  
Culture/	
  sense	
  of	
  community	
  

10	
   22%	
  

Support	
  for	
  businesses	
  

2	
  

4%	
  

Workforce	
  

0	
  

0%	
  

Existing	
  industry	
  

0	
  

0%	
  

Tourism	
  

0	
  

0%	
  

Location	
  

41	
   89%	
  

Lifestyle	
  

20	
   43%	
  

Land	
  availability	
  

2	
  

4%	
  

Weather	
  

0	
  

0%	
  

Other	
  

4	
  

9%	
  

Unique	
  Responses	
  

79	
   	
  	
  

	
  
Community's	
  Weaknesses	
  as	
  a	
  Place	
  to	
  do	
  Business	
  
Size	
  of	
  community/population	
  

13	
   29%	
  

Age	
  of	
  population	
  

1	
  

2%	
  

Employment	
  opportunities	
  

4	
  

9%	
  

Amenities	
  

3	
  

7%	
  

Attitude	
  towards	
  change/growth	
  

9	
   20%	
  

67	
  
	
  

	
  
Infrastructure	
  

11	
   24%	
  

Workforce	
  

3	
  

Government/approvals	
  

17	
   38%	
  

Location	
  

3	
  

7%	
  

Out	
  of	
  area	
  shopping	
  

4	
  

9%	
  

Choice/cost	
  of	
  products	
  

1	
  

2%	
  

Shipping	
  

2	
  

4%	
  

Other	
  

14	
   31%	
  

Unique	
  respondents	
  

45	
   	
  	
  

0%	
  

	
  
Barriers	
  to	
  Growth	
  
Yes	
  

45	
  

98%	
  

No	
  

1	
  

2%	
  

Total	
  

46	
  

100%	
  

	
  
Barriers	
  to	
  Growth	
  of	
  Community	
  
Attitude	
  towards	
  change/growth	
  

4	
  

9%	
  

Existing	
  industry/economy	
  

12	
   27%	
  

Population/market	
  size	
  

13	
   30%	
  

Demographics	
  

5	
   11%	
  

Infrastructure	
  

32	
   73%	
  

Government/zoning	
  

11	
   25%	
  

Location	
  

1	
  

2%	
  

Housing	
  

1	
  

2%	
  

Other	
  

8	
   18%	
  

Unique	
  respondents	
  

44	
   	
  	
  

	
  
Important	
  to	
  Attract	
  Suppliers	
  
Yes	
  

22	
  

39%	
  

No	
  

35	
  

61%	
  

Total	
  

57	
  

100%	
  

68	
  
	
  

	
  
	
  
Important	
  to	
  Attract	
  
Customers	
  
Yes	
  

33	
  

83%	
  

No	
  

7	
  

18%	
  

Total	
  

40	
  

100%	
  

	
  
Customers	
  to	
  Attract	
  
Seniors	
  

1	
  

2%	
  

19	
  

46%	
  

2	
  

5%	
  

Agriculture	
  &	
  Wineries	
  

1	
  

2%	
  

Businesses	
  from	
  Elsewhere	
  

8	
  

20%	
  

31	
  

76%	
  

	
  

Tourist/Amenity	
  migrants	
  
Young	
  people	
  

	
  

Total	
  

	
  	
  

	
  
Business	
  Climate	
  Today	
  vs	
  5	
  Years	
  Ago	
  
Better	
  today	
  

10	
  

22%	
  

No	
  change	
  

5	
  

11%	
  

Worse	
  today	
  

27	
  

59%	
  

No	
  opinion	
  

4	
  

9%	
  

Total	
  

46	
  

100%	
  

Business	
  Climate	
  5	
  Years	
  from	
  
Today	
  
Will	
  be	
  better	
  

24	
  

53%	
  

No	
  change	
  

13	
  

29%	
  

Will	
  be	
  worse	
  

6	
  

13%	
  

No	
  opinion	
  

2	
  

4%	
  

Total	
  

45	
  

100%	
  

	
  
	
  
	
  
69	
  
	
  

	
  

ASSESSMENT	
  AND	
  PLANS	
  
	
  
Company's	
  Overall	
  Health	
  
Poor	
  

1	
  

2%	
  

Fair	
  

7	
  

16%	
  

Good	
  

29	
  

64%	
  

Excellent	
  

8	
  

18%	
  

Total	
  

45	
  

100%	
  

	
  
Parent	
  Company's	
  Overall	
  Health	
  
Not	
  applicable	
  

31	
  

70%	
  

Poor	
  

0	
  

0%	
  

Fair	
  

1	
  

2%	
  

Good	
  

7	
  

16%	
  

Excellent	
  

5	
  

11%	
  

Total	
  

44	
  

100%	
  

	
  
Local	
  Management's	
  Attitude	
  
Toward	
  Community	
  
Not	
  applicable	
  

0	
  

0%	
  

Poor	
  

0	
  

0%	
  

Fair	
  

4	
  

9%	
  

Good	
  

8	
  

17%	
  

Excellent	
  

34	
  

74%	
  

Total	
  

46	
  

100%	
  

	
  
Parent	
  Company's	
  Attitude	
  Toward	
  
Community	
  
Not	
  applicable	
  

33	
  

77%	
  

Poor	
  

0	
  

0%	
  

Fair	
  

0	
  

0%	
  

Good	
  

2	
  

5%	
  

Excellent	
  

8	
  

19%	
  

Total	
  

43	
  

100%	
  

	
  
	
  
	
  
70	
  
	
  

	
  
Risk	
  of	
  Facility	
  Closing	
  
Low	
  

40	
  

87%	
  

Moderate	
  

4	
  

9%	
  

High	
  

2	
  

4%	
  

Total	
  

46	
  

100%	
  

Risk	
  of	
  Facility	
  Downsizing	
  
Low	
  

35	
  

78%	
  

Moderate	
  

7	
  

16%	
  

High	
  

3	
  

7%	
  

Total	
  

45	
  

100%	
  

	
  
Expansion	
  Plans	
  (Next	
  12	
  Months)	
  
Yes	
  

16	
  

37%	
  

No	
  

27	
  

63%	
  

Total	
  

43	
  

100%	
  

	
  

71