COLUMBIA BASIN BUSINESS RETENTION
AND EXPANSION PROJECT
R EPORT ON K IMBERLEY B USINESSES
W INTER 2015

The Kimberley Business Retention and Expansion project is a
community-driven effort undertaken in partnership with the
Kimberley and District Chamber of Commerce and the City of
Kimberley focused on identifying the needs of our existing
businesses.

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

EXECUTIVE SUMMARY
This report describes findings from a Business Retention and Expansion (BRE) survey conducted at
60 businesses in the City of Kimberley. BRE is an action-oriented and community-based approach
to business and economic development. It promotes job growth by helping communities to learn
about concerns of, as well as opportunities for, local businesses and to set priorities for projects to
address those needs.

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

Local
Workforce
Sales

Facilities
and
Equipment

Business
Climate

Finding
The highest number of respondents’ businesses are classified as ‘Retail and
Wholesale Trade’ under the North American Industry Classification system.
Over half of the companies are ‘growing’.
Most businesses report being in business from 1 – 4 years.
Only 23% of businesses anticipate a change in ownership.
The majority of businesses have less than five employees.
A little over half of the employment is full time.
Over half of businesses report that their sales are increasing.
Most businesses report annual sales in the $100,000 - $499,999 range.
The historic sales trend at this location and in the industry is increasing.
32% of businesses report the majority of their supplies are sourced internationally.
60% of businesses own the facility in which they operate.
Of those businesses that lease their facility, 61% intend to renew the current lease
agreement.
57% of businesses plan to expand within three years, and about half of those
planning an expansion indicate that their current site will be adequate to
accommodate expansion plans.
The most commonly cited constraint on business operations was finance related,
with lack of skilled staff, and identifying and accessing new markets also cited.
The most frequent rating of the local business climate was ‘Fair’.
A lack of steady work, high taxes and resistance to change were the most frequently
cited barriers to growth.
Businesses would like to see retail stores and grocery stores locate in Kimberley.

NEXT STEPS AND POTENTIAL ACTIONS
The results of this survey can be used to inform short- and long-term planning. In addition, a
number of businesses would benefit from follow-up support. Research findings suggest that the
following action areas have the greatest potential to improve the business climate:
Business Development
The businesses operating in Kimberley have a wide range of experience, with a significant number
of businesses that are relatively new. Support to businesses that are in the growing/establishing
phase could be explored. A focus on specific supports to small businesses is also supported by the
DRAFT - Columbia Basin Business Retention and Expansion Project: Report on Kimberley Businesses

research findings, as 60% of businesses report that they have less than 5 employees, and 40%
report annual sales between $100,000 and $499,999.
Business Climate
Gaining an understanding of the factors that are attributed to a business climate most commonly
rated as ‘fair’ could assist in improving the business climate. The majority of businesses forecast
that the business climate will improve over the next five years. A proactive, planned approach to
address concerns and issues will ensure that the business climate does improve over time. Actions
in this area could include hosting business to business forums and stakeholder meetings with
targeted groups to identify barriers and constraints and identify actions.
Business Growth & Expansion
52% of businesses in the region report being in a growth cycle, and 57% indicate that they are
planning to expand within the next three years. Half of those businesses planning to expand feel
their existing site is adequate, and the majority of expansion plans are expected to occur within
the community. Businesses also report that sales are increasing. This data coupled with the
general optimism for the future provides a positive picture of local business growth. Actions in this
area could include supporting existing businesses as they plan for local expansion/growth.
Assistance could come in the form of assistance with navigating local regulations, identifying and
securing new sites, and connecting businesses with resources to assist in expansion projects. This
is an area where improvements could be made to have local resources approach businesses
proactively to understand barriers and work collaboratively towards solutions.
Economic Diversification
A lack of diversification is suggested by1 a relatively high percentage (38%) of businesses engaged
in the retail and wholesale trade sector. In addition, 32% of businesses indicated that they
purchase their supplies from international suppliers. Increasing other sectors of the economy will
assist in increasing the resilience of the City of Kimberley in the future. Actions to increase
diversification could include working with local businesses to expand their customer base,
identifying local suppliers for businesses, and raising awareness of small business support
programs from groups such as Community Futures East Kootenay (i.e. financing, Business Basin
Advisors program). Continued collaboration between government and local businesses towards a
diversified economy will be key to achieving results in this area.

1

Cross-referencing the sample with the business license database could further illuminate the possible
reliance on this sector.

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

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

List of Figures ................................................................................................................. v
Project Overview ...........................................................................................................6
The BRE Concept ................................................................................................................... 6
Project Objectives ................................................................................................................. 6

Research Considerations ................................................................................................7
The BRE Survey ..................................................................................................................... 7
The Data Set.......................................................................................................................... 7
Data Collection ...................................................................................................................... 7
Data Input, Analysis and Reporting ........................................................................................ 8

Research Findings ..........................................................................................................9
Company Information ........................................................................................................... 9
Local Workforce .................................................................................................................. 12
Sales ................................................................................................................................... 12
Facilities and Equipment...................................................................................................... 16
Business Climate ................................................................................................................. 20

Next Steps ................................................................................................................... 22
Potential Action Areas ......................................................................................................... 23

Appendix A: Data Tables .............................................................................................. 24
Company Information ......................................................................................................... 24
Local Workforce .................................................................................................................. 25
Sales ................................................................................................................................... 26
Facilities and Equipment...................................................................................................... 30
Business Climate ................................................................................................................. 33

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

LIST OF FIGURES
Figure 1: Industry classification ........................................................................................................... 9
Figure 2: Life cycle stage.................................................................................................................... 10
Figure 3: Length of time in business .................................................................................................. 10
Figure 4: Type of business ................................................................................................................. 11
Figure 5: Pending Ownership Change ............................................................................................... 11
Figure 6: Total number of employees ............................................................................................... 12
Figure 7: Nature of employment ....................................................................................................... 12
Figure 8: Annual sales ........................................................................................................................ 13
Figure 9: Status of market for product/service ................................................................................. 13
Figure 10: Projected sales growth in the next year ........................................................................... 14
Figure 11: Historic sales trend over last 10 years at this location ..................................................... 14
Figure 12: Historic sales trend over last 10 years at parent company .............................................. 14
Figure 13: Historic sales trend over last 10 years within the industry .............................................. 15
Figure 14: Geographic source of majority of sales ............................................................................ 15
Figure 15: Geographic source of majority of supplies ....................................................................... 16
Figure 16: Ownership status of facility .............................................................................................. 16
Figure 17: Length of time remaining on lease ................................................................................... 17
Figure 18: Plans to expand within three years .................................................................................. 17
Figure 19: Adequacy of current site to support expansion ............................................................... 18
Figure 20: Expansion to occur in community .................................................................................... 18
Figure 21: Constraints on business operations ................................................................................. 19
Figure 22: Energy efficiencies factored into business operations ..................................................... 19
Figure 23: Rating of local business climate ....................................................................................... 20
Figure 24: Forecast of the local business climate.............................................................................. 20
Figure 25: Barriers to growth in the community ............................................................................... 21
Figure 26: Potential Suppliers............................................................................................................ 21

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

PROJECT OVERVIEW
This report describes findings from a Business Retention and Expansion (BRE) survey2 conducted in
the City of Kimberley during the Spring and Summer of 2013, as well as surveys of Kimberley based
businesses completed as part of the 2013 report on Manufacturing and Technology Sectors. The
Economic Development Officer with the City of Kimberley acted as the community lead for the
project; the City contracted the Kimberley and District Chamber of Commerce to administer the
survey and enter data into the BC Business Counts online database. The Columbia Basin Rural
Development Institute (RDI) provided training, data analysis and report writing support.

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

PROJECT OBJECTIVES
Objectives specific to the Kimberley BRE project were as follows:
1. Identify the needs, concerns, and opportunities of existing local businesses in
order that, where appropriate, local action can be taken to respond to the
businesses’ needs or development opportunities;
2. Learn of the future plans of the region’s local businesses with respect to
expansion, relocation and /or retention and follow-up where assistance can be
provided;
3. Demonstrate the community’s pro-business attitude and develop an effective
means of communication with local businesses;
4. Encourage the business community’s active involvement in economic
development.

2

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

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

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RESEARCH CONSIDERATIONS
THE BRE SURVEY
The RDI has a licence agreement with the Economic Development Association of BC for BC
Business Counts, a program that provides access to an online BRE survey, contact management,
and reporting system called ExecutivePulse. Data collected as part of a comprehensive BRE survey
is aligned with surveys conducted by other participants in the BC Business Counts program across
the province of BC. Survey data can therefore be analyzed at a community, sub-regional, regional
and provincial level.
The base survey, consisting of 94 questions, includes modules for company information, the local
workforce, sales, facilities and equipment, and future plans for growth or succession. Based on
feedback from a BRE regional advisory group, thirteen region-specific questions were appended to
the base BRE survey.
The City of Kimberley and the Chamber of Commerce adapted the base survey to administer a
survey of 28 questions. Some of the 28 questions included a substantial re-interpretation of the
common BRE questionnaire. Those businesses interviewed as part of the Manufacturing and
Technology Sectors report were asked the entire base survey and the additional region-specific
questions. Only those questions compatible with the regional BRE initiative are included in this
report.
Data collected through this project that is not compatible with the regional BRE initiative will not
be used in any future sub-regional, regional or provincial level analysis.

THE DATA SET
The business license database managed by the City of Kimberley was used to generate an initial
set of potential research participants
Invitations to participate were extended to businesses via personal phone calls by the Chamber
Manager, during which time interviews were arranged.
Businesses were surveyed through individual face-to-face interviews. In total 51 respondents
from Kimberley participated in the modified BRE survey. The number of responses to each
question varies depending on whether businesses felt comfortable sharing all of the information
requested.
Nine respondents were interviewed as part of the report for the Manufacturing and Technology
Sectors and are included in this report.

DATA COLLECTION
The Chamber Manager was solely responsible for the entire survey process. This included
arranging and undertaking the structured interviews which took between 1 to 1.5 hours, plus data
entry. In total the process took approximately 3 hours per interview.

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DATA INPUT, ANALYSIS AND REPORTING
Data was entered into the ExecutivePulse system by the Chamber Manager immediately following
the interviews. To ensure confidentiality and data security, company-level data was only made
accessible to RDI staff, the Economic Development Officer with City of Kimberley, and the
Manager of the Chamber of Commerce.
Quantitative data was 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 next steps and possible actions was generated by RDI. Findings
and related next steps were assembled into this report by RDI researchers in consultation with the
Kimberley BRE Lead.

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RESEARCH FINDINGS
COMPANY INFORMATION
Type of Product/Service Offered
Businesses interviewed represent a diverse cross-section of industries. Most common are Retail
and Wholesale Trade (37% or 22 respondents), Information and Cultural Industries (13% or 8
respondents), Professional, Scientific and Technical Services (10% or 6 respondents), and
Accommodation and Food Services (10% or 6 respondents).
Figure 1: Industry classification

Retail and Wholesale Trade

37%

Information and Cultural Industries

13%

Professional, Scientific and Technical Services

10%

Accommodation and Food Services

10%

Arts, Entertainment and Recreation

5%

Manufacturing

5%

Real Estate and Rental and Leasing

5%

Finance and Insurance

5%

Other Services

3%

Health Care and Social Assistance

2%

Construction

2%

Educational Services

2%

Administrative Support, Waste Management…

2%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 60 respondents
Age and Life Cycle Stage
Over half of respondents (52% or 31 businesses) reported that their business is in the ‘growing’ life
cycle stage. Another 28% (17 businesses) indicated that their business is in the ‘maturing’ stage.
18% (11 businesses) indicated that they are in the ‘emerging’ stages, and no businesses indicated
that they were declining.

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Figure 2: Life cycle stage

Growing

52%

Maturing

28%

Emerging

18%

No Response

2%
0%

10%

20%

30%

40%

50%

60%

Note: 60 respondents
Most businesses (11 respondents or 28%) reported that they have been in business for between
one and four years. Significant numbers reported that they have been in business for more than
20 years (20% or 12 respondents), between 10 and 19 years (22% or 13 respondents) and between
five and nine years (18% or 11 businesses). Only 12% (7 respondents) indicated they have been in
business for less than one year.
Figure 3: Length of time in business

more than 20 years

20%

10-19 years

22%

5-9 years

18%

1-4 years

28%

less than 1 year

12%
0%

5%

10%

15%

20%

25%

30%

Note: 60 respondents
Ownership and Management
Most respondents (26 respondents or 43%) indicated that their business is classified as a
corporation, while 28% (17 respondents) indicated that they are a sole proprietorship. The
remainder of businesses are registered as a partnership (7 respondents), non-profit (3
respondents), other type of business (4 respondents), or limited liability partnership (1
respondent).

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Figure 4: Type of business

Corporation
Sole Proprietorship
Partnership
Other
Non-Profit
Limited Liability Partnership
No Response

43%
28%
12%
7%
5%
2%
3%
0%

10%

20%

30%

40%

50%

Note: 60 respondents
Succession and Business Plans
14 businesses (23%) are expecting an ownership change within the next 10 years.
Figure 5: Pending Ownership Change
No Response
7%

Yes 23%

No 70%

Note: 60 respondents
Of the 14 businesses that responded and reported a pending ownership change, one expects the
change will happen in three or more years.
14% of respondents (2 respondents) expect that the current owner will sell or transfer the
business to either a family member of non-family member. 21% (3 respondents) indicated that
they might look to liquidate assets, seek a business partner to arrange success, or sell the building.

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LOCAL WORKFORCE
Size of Workforce
The 60 businesses interviewed reported a total of 329 employees. 60 % of the businesses (36
businesses) surveyed indicated that they have less than five employees and 7% (4 businesses)
indicated that they have between 20 and 49 employees. No businesses reported having over 50
employees.
Figure 6: Total number of employees

Less than 5

60%

10 - 19

33%

20-49

7%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 60 respondents
53% (176) of employment positions at surveyed businesses are full-time, while 33% (110) are parttime and 13% (43) are temporary.
Figure 7: Nature of employment

Full Time

53%

Temporary

13%

Part Time

33%
0%

10%

20%

30%

40%

50%

60%

Note: 60 respondents

SALES
Market Size and Share
The highest number of respondents (24 businesses or 40%) reported annual sales between
$100,000 and $499,999. The second highest number of respondents (11 businesses or 18%)
reported annual sales between $1 million and $4.99 million. The lowest number (2 businesses or
3%) reported sales of under $100,000. 23% (14 businesses) of respondents did not share annual
sales information.

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Figure 8: Annual sales

Confidential/ no response

23%

$1million to $4.99 million

18%

$500,000 to $999,999

15%

$100,000 to $499,999

40%

Under $100,000

3%
0%

10%

20%

30%

40%

50%

Note: 60 respondents
The majority of businesses interviewed (53% or 32 businesses) indicated that the size of the
market for their product or service is increasing. Another 27% (16 businesses), reported that the
market is stable.
Figure 9: Status of market for product/service

No Response

15%

Increasing

53%

Stable

27%

Decreasing

5%
0%

10%

20%

30%

40%

50%

60%

Note: 60 respondents
Growth
28% of respondents (17 businesses) expect to see low growth in sales in the realm of 1 – 9%.
Moderate growth in sales of 10-24% over the next year is projected by 17% of respondents (10
businesses). Strong growth is expected by 8% (5 businesses) in the realm of 50 – 99% and 10% of
businesses (6 businesses) expect to see 100% growth or more next year. 5% (3 businesses) of
respondents expect their sales to remain stagnant, while a further 2% (1 business) expects sales to
decline.

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

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Figure 10: Projected sales growth in the next year

Confidential/ no response

17%

100% or more

10%

50-99%

8%

25-49%

13%

10-24%

17%

1-9%

28%

0%

5%

Declining

2%
0%

5%

10%

15%

20%

25%

30%

Note: 60 respondents
The majority of responses (58% or 35 businesses) indicated that sales at their business have
increased over time, 18% (11 businesses) indicated that sales have remained relatively stable and
7% (4 businesses) reported that sales have declined.
Figure 11: Historic sales trend over last 10 years at this location

Increasing

58%

Staying the same

18%

Decreasing

7%

No Response

17%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 60 respondents
Data indicates that the sales trend at parent companies approximates the sales trends at this
location. 13% or 8 businesses reported that sales at their parent company have historically
increased and only 3% (2 businesses) reported that they have declined, while 2% or 1 business
reported stable historic sales trends.
Figure 12: Historic sales trend over last 10 years at parent company

Not Applicable/No response
Increasing
Declining
Staying the same

82%
13%
3%
2%
0%

20%

40%

60%

80%

100%

Note: 60 respondents

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Data indicates that the sales trend within respondents’ respective industries has roughly followed
the sales trend reported for parent company’s. 45% percent of respodents (27 businesses)
reported that sales within their industry have been increasing while 10% (6 businesses) reported
that they have been decreasing.
Figure 13: Historic sales trend over last 10 years within the industry

Not Applicable/No response
Increasing
Staying the same
Declining

33%
45%
12%
10%
0%

10%

20%

30%

40%

50%

Note: 60 respondents
Source of Sales
A majority of respondents (55%) indicated that over 50% of their sales are to customers within the
community or region. 7% indicated that over 50% of their sales are within the country. Fewer
respondents (5%, 3%, 2%) indicated that the majority of their sales are to provincial, US or
international markets, respectively.
Figure 14: Geographic source of majority of sales

Less than 50% or Not Reported
Local
International
Provincial
National
United States

28%
55%
2%
5%
7%
3%
0%

10%

20%

30%

40%

50%

60%

Note: 60 respondents

17% of respondents (10 businesses) interviewed reported that they purchase a majority of their
supplies from local sources. 32% (19 businesses) indicated that the majority of their supplies come
from international businesses.

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Figure 15: Geographic source of majority of supplies

Less than 50% or Not Reported

40%

Local

17%

International

32%

Provincial

5%

National

3%

United States

3%
0%

10%

20%

30%

40%

50%

Note: 60 respondents

FACILITIES AND EQUIPMENT
Ownership
Figure 16: Ownership status of facility
No
Response
2%

Leased
38%
Owned
60%

60% of respondents (36 businesses) own
the facility in which they operate and
38% (23 businesses) lease it.

Note: 60 respondents

Of the 23 businesses that lease their facility, 26% have less than a year remaining on their lease
and 13% have between 3 and 5 years remaining. The majority of respondents that lease their
facility (61% or 14 businesses) intend to renew their current lease agreement.

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Figure 17: Length of time remaining on lease

No Response

30%

More than 5 yrs

17%

3-5 yrs

13%

1-2 Years

13%

Less than 1 yr

26%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 23 respondents
Facility Expansion
Figure 18: Plans to expand within three years

No
Response
3%

57% of respondents (34 businesses) plan
to expand within three years, 40% (24
businesses) do not.

No 40%
Yes 57%

Note: 60 respondents

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Figure 19: Adequacy of current site to support expansion

No
Response
9%

Of the 34 businesses planning
expansion, 50% (17
businesses) reported that their
current site will be adequate.
Notably however, 41% (14
businesses) reported that they
will have to look for a new site
to meet their planned
expansion needs.

No 41%

Yes 50%

Note: 34 respondents
Most respondents (85% or 29 businesses) indicated that expansion will occur within the
community.
Figure 20: Expansion to occur in community

Yes

85%

No

12%

No Response

3%
0%

20%

40%

60%

80%

100%

Note: 34 respondents
Business Operations
The most commonly cited constraint on business operations was finance related (14% or 13
businesses). A lack of skilled staff (12% or 11 businesses) and identifying and accessing new
markets (11% or 10 businesses) were both frequently cited. All “other” responses are found in
Appendix A.

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Figure 21: Constraints on business operations

Finance

14%

Other

12%

Lack of skilled staff

12%

Identifying and accessing new markets

11%

Lack of suitable premises

10%

Broadband access

9%

Local regulations (zoning)

7%

Energy costs

7%

Energy reliability

4%

Problems with Development Approvals

4%

Transport/freight

4%

No Response
Warehousing
Roads

3%
2%
1%
0% 2% 4% 6% 8% 10% 12% 14% 16%

Note: 60 respondents

Figure 22: Energy efficiencies factored into business operations

No
Response
7%

50% of respondents (30 businesses)
indicated that they do factor energy
efficiency improvements into their
business operations.
Yes 50%
No 43%

Note: 60 respondents

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BUSINESS CLIMATE
Quality of Business Climate
The majority of respondents rated the overall business climate as fair (48% or 29 businesses).
Figure 23: Rating of local business climate

Poor

8%

Fair

48%

Good

28%

Excellent

3%

No Response

12%
0%

10%

20%

30%

40%

50%

60%

Note: 60 respondents
68% of businesses (41 businesses) forecasted that the local business climate will be better five
years from today.
Figure 24: Forecast of the local business climate

Will be better

68%

No opinion

22%

No change

8%

Will be worse

2%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 60 respondents
Business Growth
72% of respondents (43 businesses) indicated that there are barriers to growth. The highest
number of respondents (16% or 7 businesses) stated that a lack of steady work is an important
barrier to growing the community’s economy. Other commonly cited barriers include high taxes
and resistance to change (14% or 6 businesses).

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Figure 25: Barriers to growth in the community

Lack of steady work

16%

High taxes

14%

Resistance to change

14%

Lack of a major industry

9%

Low population

9%

City council

7%

Lack of support for modernization

7%

Small market

5%

No Response

5%

Low household incomes

5%

Telecommunications infrastructure

2%

No anchor industry for local jobs

2%

Cost of living

2%

Out of the way location

2%

Aging population

2%
0%

2%

4%

6%

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

Note: 43 respondents
42% of respondents (25 businesses) indicated that there are suppliers that could locate in the
region. Retail stores was most commonly cited by 39% of respondents (9 businesses), with grocery
stores being mentioned by 22% (5 businesses).
Figure 26: Potential Suppliers

Retail stores

39%

Grocery stores

22%

Data centre

13%

Electrical suppliers

9%

Call centre

4%

Financial services

4%

Technical and Customer support

4%

No Response

4%
0%

10%

20%

30%

40%

50%

Note: 25 respondents

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

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

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POTENTIAL ACTION AREAS
Business Development
The businesses operating in Kimberley have a wide range of experience, with a significant number
of businesses that are relatively new. Support to businesses that are in the growing/establishing
phase could be explored. A focus on specific supports to small businesses is also supported by the
research findings, as 60% of businesses report that they have less than 5 employees, and 40%
report annual sales between $100,000 and $499,999.
Business Climate
Gaining an understanding of the factors that are attributed to a business climate most commonly
rated as ‘fair’ could assist in improving the business climate. The majority of businesses forecast
that the business climate will improve over the next five years. A proactive, planned approach to
address concerns and issues will ensure that the business climate does improve over time. Actions
in this area could include hosting business to business forums and stakeholder meetings with
targeted groups to identify barriers and constraints and identify actions.
Business Growth & Expansion
52% of businesses in the region report being a growth cycle, and 57% indicate that they are
planning to expand within the next three years. Half of those businesses planning to expand feel
their existing site is adequate, and the majority of expansion plans are expected to occur within
the community. Businesses also report that sales are increasing. This data coupled with the
general optimism for the future provides a positive picture of local business growth. Actions in this
area could include supporting existing businesses as they plan for local expansion/growth.
Assistance could come in the form of assistance with navigating local regulations, identifying and
securing new sites, and connecting businesses with resources to assist in expansion projects. This
is an area where improvements could be made to have local resources approach businesses
proactively to understand barriers and work collaboratively towards solutions.
Economic Diversification
A lack of diversification is suggested by3 a relatively high percentage (38%) of businesses engaged
in the retail and wholesale trade sector. In addition, 32% of businesses indicated that they
purchase their supplies from international suppliers. Increasing other sectors of the economy will
assist in increasing the resilience of the City of Kimberley in the future. Actions to increase
diversification could include working with local businesses to expand their customer base,
identifying local suppliers for businesses, and raising awareness of small business support
programs from groups such as Community Futures East Kootenay (i.e. financing, Business Basin
Advisors program). Continued collaboration between government and local businesses towards a
diversified economy will be key to achieving results in this area.

3

Cross-referencing the sample with the business license database could further illuminate the possible
reliance on this sector.

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APPENDIX A: DATA TABLES
COMPANY INFORMATION
NAICS
Code

Count

Percent

56

1

2%

61
23
62
81
52
53
31-33
71
72

1
1
1
2
3
3
3
3
6

2%
2%
2%
3%
5%
5%
5%
5%
10%

54

6

10%

51
41-45

8
22
60

13%
37%
100%

Figure 2: Life cycle stage
No Response
Emerging
Maturing
Growing
Total
Survey Respondents: 60

Count
1
11
17
31
60

Percent
2%
18%
28%
52%
100%

Figure 3: Length of time in business
less than 1 year
1-4 years
5-9 years
10-19 years
more than 20 years
Total

Count
7
17
11
13
12
60

Percent
12%
28%
18%
22%
20%
100%

Figure 1:Industry Classification
Administrative Support, Waste
Management and Remediation
Educational Services
Construction
Health Care and Social Assistance
Other Services
Finance and Insurance
Real Estate and Rental and Leasing
Manufacturing
Arts, Entertainment and Recreation
Accommodation and Food Services
Professional, Scientific and Technical
Services
Information and Cultural Industries
Retail and Wholesale Trade
Total
Survey Respondents: 60

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Survey Respondents: 60

Figure 4: Type of business
No Response
Limited Liability Partnership
Non-Profit
Other
Partnership
Sole Proprietorship
Corporation
Total
Survey Respondents: 60

Count
2
1
3
4
7
17
26
60

Percent
3%
2%
5%
7%
12%
28%
43%
100%

Figure 5: Pending ownership change
No Response
Yes
No
Total
Survey Respondents: 60

Count
4
14
42
60

Percent
7%
23%
70%
100%

LOCAL WORKFORCE
Figure 6: Total number of
employees
20-49
10 - 19
Less than 5
Total
Survey Respondents: 60
Total Employees: 329.0

Figure 7: Nature of
Employment
Part Time
Temporary
Full Time
Total
Survey Respondents: 60

Count

Percent

4
20
36
60

7%
33%
60%
100%

Count

Percent

110
43
176
329

33%
13%
53%
100%

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

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Figure 7b: Number of FullTime Employees
20-49
0 or no answer
10-19
Less than 5
Total
Survey Respondents: 60

Count

Percent

2
3
8
47
60

3%
5%
13%
78%
100%

Count

Percent

6
7
47
60

10%
12%
78%
100%

Count

Percent

2
8
50
60

3%
13%
83%
100%

Figure 8: Annual Sales
Under $100,000
$100,000 to $499,999
$500,000 to $999,999
$1million to $4.99 million
Confidential/ no response
Total
Survey Respondents: 60

Count
2
24
9
11
14
60

Percent
3%
40%
15%
18%
23%
100%

Figure 9: Status of Market
Decreasing
Stable
Increasing
No Response

Count
3
16
32
9

Percent
5%
27%
53%
15%

Figure 7c: Number of
Part-Time Employees
0 or no answer
10-19
Less than 5
Total
Survey Respondents: 60

Figure 7d: Number of
Temporary Employees
19-Oct
0 or no answer
Less than 5
Total
Survey Respondents: 60

SALES

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

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Total
Survey Respondents: 60
Figure 10: Projected Sales
Growth in Upcoming Year
Declining
0%
1-9%
10-24%
25-49%
50-99%
100% or more
Confidential/ no response
Total
Survey Respondents: 60
Figure 11: Historical Sales
Trend (at this Location)
No Response
Decreasing
Staying the same
Increasing
Total
Survey Respondents: 60
Figure 12: Historical Sales
Trend (at the Parent
Company)
Staying the same
Declining
Increasing
Not Applicable/No
response
Total
Survey Respondents: 60
Figure 13: Historical Sales
Trend (within the Industry)
Declining
Staying the same
Increasing
Not Applicable/No
response
Total

60

100%

Count

Percent

1
3
17
10
8
5
6
10
60

2%
5%
28%
17%
13%
8%
10%
17%
100%

Count

Percent

10
4
11
35
60

17%
7%
18%
58%
100%

Count

Percent

1
2
8

2%
3%
13%

49

82%

60

100%

Count

Percent

6
7
27

10%
12%
45%

20

33%

60

100%

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

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Survey Respondents: 60
Figure 14: Geographic
Source of Majority of Sales
United States
National
Provincial
International
Local
Less than 50% or Not
Reported
Total
Survey Respondents: 60
Figure 14b: Source of Sales
(Local/Regional)
100%
under 50%
0% or no answer
50-99%
Total
Survey Respondents: 60
Figure 14c: Source of Sales
(Provincial)
50-99%
0% or no answer
under 50%
Total
Survey Respondents: 60
Figure 14d: Source of Sales
(National)
100%
50-99%
under 50%
0% or no answer
Total
Survey Respondents: 60
Figure 14e: Source of Sales
(United States)
50-99%
under 50%

Count

Percent

2
4
3
1
33

3%
7%
5%
2%
55%

17

28%

60

100%

Count

Percent

8
13
14
25
60

13%
22%
23%
42%
100%

Count

Percent

3
23
34
60

5%
38%
57%
100%

Count

Percent

1
3
24
32
60

2%
5%
40%
53%
100%

Count

Percent

2
19

3%
32%

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

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0% or no answer
Total
Survey Respondents: 60
Figure 14f: Source of Sales
(International)
50-99%
under 50%
0% or no answer
Total
Survey Respondents: 60
Figure 15: Source of
Majority of Supplies
United States
National
Provincial
International
Local
Less than 50% or Not
Reported
Total
Survey Respondents: 60
Figure 15b: Source of
Supplies (Local/Regional)
under 50%
50-99%
0% or no answer
Total
Survey Respondents: 60
Figure 15c: Source of
Supplies (Provincial)
50-99%
under 50%
0% or no answer
Total
Survey Respondents: 60
Figure 15d: Source of
Supplies (National)
50-99%
under 50%

39
60

65%
100%

Count

Percent

1
15
44
60

2%
25%
73%
100%

Count

Percent

2
2
3
19
10

3%
3%
5%
32%
17%

24

40%

60

100%

Count

Percent

6
10
44
60

10%
17%
73%
100%

Count

Percent

3
11
46
60

5%
18%
77%
100%

Count

Percent

2
12

3%
20%

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

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0% or no answer
Total
Survey Respondents: 60
Figure 15e: Source of
Supplies (United States)
50-99%
under 50%
0% or no answer
Total
Survey Respondents: 60
Figure 15f: Source of
Supplies (International)
under 50%
100%
50-99%
0% or no answer
Total
Survey Respondents: 60

46
60

77%
100%

Count

Percent

2
6
52
60

3%
10%
87%
100%

Count

Percent

4
7
12
37
60

7%
12%
20%
62%
100%

FACILITIES AND EQUIPMENT
Figure 16: Ownership
Status
No Response
Leased
Owned
Total
Survey Respondents: 60

Count

Percent

1
23
36
60

2%
38%
60%
100%

Figure 17: Length of
Time Remaining on
Count
Lease
Less than 1 yr
6
1-2 Years
3
3-5 yrs
3
More than 5 yrs
4
No Response
7
Total
23
businesses that lease: 23.0

Percent
26%
13%
13%
17%
30%
100%

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Figure 17b: Planning to
Count
renew current lease
No
4
No Response
5
Yes
14
Total
23
Businesses that lease: 23.0

Figure 18: Expansion
Plans (Does the
company plan to
expand in the next
three years?)
No Response
No
Yes
Total
Survey Respondents: 60

Percent
17%
22%
61%
100%

Count

Percent

2
24
34
60

3%
40%
57%
100%

Figure 19: Adequacy of
Current Site for
Count
Percent
Expansion
No Response
3
9%
No
14
41%
Yes
17
50%
Total
34
100%
Respondents planning to expand: 34

Figure 20: Does the
company plan to expand
in the next three years?:
Count Percent
Will it be in this
community?
No Response
1
3%
No
4
12%
Yes
29
85%
Total
34
100%
Survey Respondents answering Yes to "Does
the company plan to expand in the next three
years?" : 34

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

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Figure 21: Constraints
on business operations
Roads
Warehousing
No Response
Transport/freight
Problems with
Development Approvals
Energy reliability
Energy costs
Local regulations
(zoning)
Broadband access
Lack of suitable
premises

Count

Percent

1
2
3
4

1%
2%
3%
4%

4

4%

4
6

4%
7%

6

7%

8

9%

9

10%

10

11%

11
11
13
92

12%
12%
14%
100%

Count

Percent

1

9%

1

9%

Gerry Sorenson Way (Ski
Hill Road)

1

9%

Lack of (local) business
support

1

9%

No interest in managing
employees (future
growth)

1

9%

Property taxes for
businesses

1

9%

Identifying and
accessing new markets
Lack of skilled staff
Other
Finance
Total
Respondents:60

Figure 21b: What, if
any, are the major
constraints on business
operations? (Please
check all that are
applicable): Other
(please specify)
City removing snow
Communications
between city and us.

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Provincial Liquor
licensing

1

9%

1

9%

1

9%

1

9%

the economy
1
Total
11
Survey Respondents "Other": 11

9%
100%

Small and Home
Business Training
Taxation
sourcing of material and
packaging lack of
Canadian packaging
distributors.

Figure 22: Energy
efficiencies factored
into business
operations
No Response
No
Yes
Total
Survey Respondents: 60

Count

Percent

4
26
30
60

7%
43%
50%
100%

BUSINESS CLIMATE
Figure 23: Please rate
the local business
climate
No Response
Excellent
Good
Fair
Poor
Total
Survey Respondents: 60

Figure 24: Business
Climate 5 Years from
Today
Will be worse
No change

Count

Percent
7
2
17
29
5
60

Count

12%
3%
28%
48%
8%
100%

Percent
1
5

2%
8%

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

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No opinion
Will be better
Total
Survey Respondents: 60

Figure 25: Barriers to
Growth in Community
Aging population
Out of the way location
Cost of living
No anchor industry for
local jobs

13
41
60

Count

Telecommunications
infrastructure
Low household incomes
No Response
Small market
Lack of support for
modernization
City council
Low population
Lack of a major industry
Resistance to change
High taxes
Lack of steady work
Total
Yes Survey Respondents: 43

Figure 25b: Barriers to
Growth in Community
No Response
No
Yes
Total
Survey Respondents: 60

Figure 26: Are there
suppliers you think
could locate in this
region?
No

22%
68%
100%

Percent
1
1
1

2%
2%
2%

1

2%

1

2%

2
2
2

5%
5%
5%

3

7%

3
4
4
6
6
7
44

7%
9%
9%
14%
14%
16%
100%

Count

Percent
6
11
43
60

Count

10%
18%
72%
100%

Percent
14

23%

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

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No Response
Yes
Total
Survey Respondents: 60

21
25
60

Figure 26b: Are there
suppliers you think
could locate in this
Count
region?: If Yes, please
list
No Response
1
Technical and Customer
1
support
Financial services
1
Call centre
1
Electrical suppliers
2
Data centre
3
Grocery stores
5
Retail stores
9
Total
23
Yes Survey Respondents: 25

35%
42%
100%

Percent

4%
4%
4%
4%
9%
13%
22%
39%
100%

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