COLUMBIA BASIN BUSINESS RETENTION
AND EXPANSION PROJECT
R EPORT ON C RESTON & D ISTRICT B USINESSES
W INTER /S PRING 2016

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

The economic well-being of our community is based upon our existing businesses. In recognition of this, positive
action is being taken to identify and meet the needs of these businesses. Kootenay Employment Services, the Town
of Creston, local RDCK areas and the Columbia Basin Trust are partnering to fund this project. Other partners
helping to implement this project include the Creston Valley Chamber of Commerce, Kootenay Lake Chamber of
Commerce, Community Futures Central Kootenay, College of the Rockies, and the Rural Development Institute.

EXECUTIVE SUMMARY
This report describes findings from a Business Retention and Expansion (BRE) survey conducted
with 80 businesses within Creston & District (communities between Yahk and Riondel). BRE is an
action-oriented and community-based approach to business and economic development. It
promotes job growth by helping communities to learn about concerns of, as well as opportunities
for, local businesses and to set priorities for projects to address those needs.

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

Local
Workforce

Sales

Facilities
and
Equipment
Government
Services

Finding
The highest number of respondents’ businesses are classified as ‘Agriculture,
Forestry, Fishing and Hunting’ and ‘Retail and Wholesale Trade’ under the North
American Industry Classification (NAICS) system. Regarding those classified as
‘Agriculture, Forestry, Fishing and Hunting’ it is important to note that the BRE
stakeholder committee deliberately focused on the agricultural sector for this study
and as a result, while the NAICS code is broad, participants were largely agricultural.
The community was the most frequently cited reasons given for success in the
Creston area.
Most companies surveyed have been in business for more than 20 years.
Over half of the companies are ‘growing’.
Respondents reported a total of 1,711 employees.
The majority of employees are temporary.
Marketing and Bookkeeping Skills were most commonly listed as key training and
Professional Development areas.
The most critical considerations for employees is the cost of living and housing.
The majority of businesses indicated the market for their product/service is
increasing.
74% of businesses report that the majority of their sales are to customers within the
community or region.
The most frequent reason for purchasing products or services outside of the area is
that the product is not available locally.
44% of businesses indicated that they will need to access financial capital in the next
1 – 3 years.
78% of businesses own the facility in which they operate.
Just under half of businesses plan to expand within 3 years, with the vast majority
indicating that expansion will occur within the community.
Top barriers to expansion are financing and identifying new markets.
Top rated government services include access to the US border, access to
highway/roads, and recycling. The lowest rated government services include access
to airport facilities, access to suppliers, and availability of road transport services.
Highway infrastructure and high speed internet services are the government
services most in need of improvement.

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Business
Climate

Assessment
and Plans

The Canadian Rockies International Airport (Cranbrook) is the most used airport by
local businesses.
The overall business climate was rated as fair by most businesses, and the majority
of businesses believe that the business climate will improve over the next five years.
Business climate factors that received the highest ratings include
cultural/recreational amenities and K-12 education.
Tourism and Agricultural value added businesses were most commonly cited as
sectors, businesses, or industries that could be attracted to the region.
The business competitiveness factors that are most important to respondents
include improvement of business management, availability of telecommunications
infrastructure and services, and workplace health and safety.
The overall health of their company was rated as good by 74% of businesses and
excellent by 16% of businesses.
Fewer than 4% of businesses are at a high risk of closing or and less than 3% at risk
of downsizing.

NEXT STEPS AND POTENTIAL ACTIONS
The results of this survey can be used to inform short- and long-term planning. In addition, a
number of businesses would benefit from follow-up support. Research findings suggest that the
following action areas have the greatest potential to improve the business climate:
Workforce – Recruitment & Retention
The businesses interviewed reported a total of 1,711 employees. The majority (41%) of employees
are temporary, followed closely by 38% full time employees. The size of the workforce appears
stable and healthy, with 53% of businesses indicating that the number of employees at their
business has stayed the same, and 27% indicating that the number has increased. Expected
employment trends are also stable with the majority of businesses expecting the number of
casual, part time, and full time employees to stay the same. Actions that could prove helpful
include: support and expand recruitment efforts, assist with coordination of casual/temporary
employee recruitment, and education/training on recruitment. Targeted actions to these areas
could be considered. Related to recruitment and retention are the identified critical considerations
for employees which include the cost of living, housing, childcare, and transportation. Interest was
expressed in establishing a farm labour pool with an aim to better link farmers and available
labour.
Youth Employment
Findings indicate that employees under the age of 26 are in the minority, with just 7% of essential
employees under the age of 25. The number of aging farmers is seen as indicative of the need for
succession planning, but questions remain surrounding the number of youth available to take over
farms. Increasing youth employment may assist in addressing the recruitment challenges that 43%
of businesses report having. Actions on this theme could involve gaining a better understanding of
the reasons for the low youth employment rate, connecting local businesses with youth
employment programs (federally, provincially and/or through CBT), and connecting local
businesses with local schools and post-secondary institutions.

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Business Growth & Expansion
57% of businesses in the region report being in a growth cycle and 30% are maturing; however
29% are not anticipating any growth in sales over the next year, with 33% expecting moderate
sales growth between 1 – 9%. The vast majority of businesses (74%) indicate that the majority of
their sales are to local markets, indicating there may be an opportunity to expand into surrounding
markets. 43% indicate that they are planning to expand within the next three years. Actions in this
area could include supporting existing businesses as they plan for local expansion/growth. Support
could come in the form of assistance with navigating local regulations, identifying and securing
new sites if appropriate, exploring financing options, and connecting businesses with resources to
assist in expansion projects. These potential actions and any others should be designed to address
the stated barriers to expansion which include financing, identifying and accessing new markets,
and a lack of skilled staff. It is worth noting that very few (32%) businesses sought assistance with
expansion efforts from an external organisation. This is an area where improvements could be
made to have local resources approach businesses proactively to understand barriers and work
collaboratively towards solutions. New opportunities exist, such as a composting or value-added
facility utilizing agricultural waste (e.g., cherry culls).
Small to Medium Sized and Independent Businesses
The profile of businesses surveyed indicates that businesses tend to be small to medium in size
and independent. Tailoring supports and services to small, independent businesses, perhaps with
specific actions directed at the agricultural sector will benefit businesses in Creston & District.
Natural Resources/Agriculture Focus
There are a significant number of businesses in the agricultural, forestry, fishing, and hunting
sectors (29% according to the industry classification). However, it is important to note that the BRE
stakeholder committee deliberately focused on the agricultural sector only for this study. The
importance of the agricultural industry warrants specific and additional review to understand the
specific challenges and opportunities this sector faces. An industry based stakeholder meeting
could be convened to explore how this sector can specifically be supported. Interest was
expressed in the reinstatement of a local agriculture extension office, together with a
reinstatement of Canadian Food Inspection Agency and Interior Health’s Environmental Health
offices.
Supply Sourcing and Procurement
The data indicates that 48% of supplies come from within the local region. The most common
response (70%) for the reason why supplies are sourced outside of the local area is that they are
not available locally. Agricultural suppliers and packaging materials were the most frequently cited
areas for potential suppliers to the Creston area. There is an opportunity to engage in discussions
with local area businesses to understand what opportunities may exist to increase local supply and
actively engage existing businesses or encourage new businesses to fill that role if feasible. A
stakeholder round table discussion could be a way to begin the conversation to increase supply
options locally.
Local businesses do not appear to engage actively with government procurement processes, with
only 18% of businesses indicating that they have. Education and awareness of the opportunities
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available through municipal, regional, and provincial procurement processes could be promoted
through seminars, profiles in communication material, and promotion on relevant websites.
Training
Improving technical training and workforce skill development is important for business
competitiveness. Findings indicate that 58% of businesses have a training budget and 73%
indicated that training typically occurs locally. Areas for additional training/skill development
include marketing skills, bookkeeping, and food safe. Future areas for training focused on
computer and new technology training, as well as marketing, social media, and emerging
technologies. Future initiatives could include supporting networks to help businesses identify
shared training needs, and working with local educational institutions to ensure local skill
requirements are considered in programming.
Succession and Business Planning
Business and succession planning are critical to the health and longevity of businesses, yet only
19% of respondents indicated that they have a formal succession plan and less than half (45%)
have an up-to-date business plan. With 49% of businesses indicating that they have been in
business for more than 20 years, succession planning is timely for many. Findings suggest that
there are opportunities to support the business community by providing succession and business
planning assistance, with some tailoring to target small, independent businesses. Any future
business planning support initiatives should be aggressively advertised to ensure uptake among
local businesses, and may include direct outreach to those businesses identified as part of the BRE
survey.
Financing
When financing was accessed, the most frequent type was internal (84% of businesses) in the
form of personal savings or retained earnings. There is a market for businesses to access financing,
with 44% of businesses indicating they will need to access financing in the next 1 – 3 years for
purposes of expanding or improving equipment (78%) or making improvements to their
land/building (66%). Businesses were most frequently (43%) looking for $100,000 or more in
future capital, with 32% indicating they would need $25,000 or less. There does appear to be a
market and an appetite for a community model of financing, with opportunities in small loans of
$25,000 or less and larger loans of over $100,000. Further exploration and development of a
community based financing model or microloan program appears warranted.

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

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

Research Considerations ................................................................................................2
The BRE Survey ..................................................................................................................... 2
The Data Set.......................................................................................................................... 2
Data Collection ...................................................................................................................... 3
Data Input, Analysis and Reporting ........................................................................................ 3

Research Findings ..........................................................................................................4
Company Information ........................................................................................................... 4
Local Workforce .................................................................................................................. 10
Sales ................................................................................................................................... 22
Facilities and Equipment...................................................................................................... 31
Government Services .......................................................................................................... 39
Business Climate ................................................................................................................. 43
Assessment and Plans ......................................................................................................... 57

Recommendations ....................................................................................................... 60
Next Steps........................................................................................................................... 60
Potential Action Areas ......................................................................................................... 61

Appendix A: Data Tables .............................................................................................. 64
Company Information ......................................................................................................... 64
Local Workforce .................................................................................................................. 74
Sales ................................................................................................................................... 94
Facilities and Equipment.................................................................................................... 118
Government Services ........................................................................................................ 132
Business Climate ............................................................................................................... 137
Assessment and Plans ....................................................................................................... 153

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

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Figure 94: Level of service from business support providers ............................................................ 50
Figure 95: Potential Suppliers............................................................................................................ 51
Figure 96: Sectors, businesses or industries that could be attracted to region ................................ 52
Figure 97: Importance of business competitiveness factors ............................................................. 53
Figure 98: Performance on key productivity drivers ......................................................................... 55
Figure 99: Economic drivers with greatest growth potential ............................................................ 56
Figure 100: Impact of Proximity to Alberta ....................................................................................... 57
Figure 101: Facility’s overall health ................................................................................................... 57
Figure 102: Overall health of parent company ................................................................................. 58
Figure 103: Local management's attitude toward community ......................................................... 58
Figure 104: Parent company's attitude toward local community ..................................................... 58
Figure 105: Risk of facility closing...................................................................................................... 59
Figure 106: Risk of facility downsizing ............................................................................................... 59

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PROJECT OVERVIEW
This report describes findings from a Business Retention and Expansion (BRE) survey1 conducted
within the Creston & District area during Winter/Spring 2016.
Economic development discussions in 2015 between Creston & District stakeholders indicated a
need to complete an in-depth Business Retention and Expansion (BRE) study for the region. Little
in-depth or updated business community information was available for guiding future economic
development strategies. In a collaborative effort Kootenay Employment Services, the Town of
Creston, Regional District of Central Kootenay, and Columbia Basin Trust funded the Community
Business Pulse – Creston & District BRE study. Other local stakeholders guiding and helping to
implement this initiative are the Creston Valley Chamber of Commerce, Kootenay Lake Chamber
of Commerce, Community Futures Central Kootenay, and the College of the Rockies.
Before a community can assist existing businesses it must first identify the businesses' needs,
concerns, and growth opportunities. Through the Community Business Pulse initiative, a trained
researcher visits local businesses and gathers information. This information is compiled into a
report which assists the local stakeholders partnering in this project to address identified issues
and opportunities for community economic development in Creston & District.
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% of new
jobs come from existing businesses.

PROJECT OBJECTIVES
Objectives specific to the Creston & District’s 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;

1

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

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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.

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

THE DATA SET
The Town of Creston, Regional District of the Central Kootenay Areas A, B and C, and Lower
Kootenay Band made up the geographic scope of the study area. A master list of Creston & District
businesses was compiled by consolidating chamber listings, business licences, Link2Creston
listings, and an online search through Google and Yellow Pages. The total business count reached
963 within Creston & District.
Creston & District businesses were sorted into 12 sectors taken from the North American Industry
Classification System (NAICS): Accommodation, Food & Beverage; Agriculture & Farming; Arts,
Entertainment & Recreation; Construction; Forestry & Mining; Health Care & Social Assistance;
Manufacturing; Other Services; Professional Services; Real Estate/Rental Leasing; Retail; and
Transportation & Warehousing. These businesses were then sorted into their respective
geographic areas: Town of Creston, RDCK Areas A, B, C, and Lower Kootenay Band.

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The aim was to survey approximately 10% of the businesses within Creston & District, with a focus
on the Agriculture & Farming Sector and representation in each of the five geographical
boundaries. A survey tool was created for the research consultant to follow, allocating a target
number of surveys per sector, based on reflective percentage totals of the master business listing.
Businesses were chosen at random from the master business listing, and received an initial phone
call from the research consultant or administrative assistant. If there was interest on behalf of the
business, a project description and confirmation of survey time and date was sent by email.
In total, 80 businesses took part in a one-on-one interview with the research consultant.
Responses were entered into a confidential database.

DATA COLLECTION
Confidential interviews were arranged between the participating businesses and the research
consultant. A one-to-one in person survey was conducted either at the business or in a private
office at Kootenay Employment Services. Each structured interview took an average of two hours
to complete, with an additional hour spent to enter the responses into a secured database. In total
80 interviews were completed with business owners, CEO’s, and executive directors of
participating businesses.

DATA INPUT, ANALYSIS AND REPORTING
BRE project coordinator (Eden Yesh), research consultant (Erika Woker), administrative assistant
(Teryl Hemmelgarn), and business follow-up coordinator (Alison Bjorkman) signed confidentiality
forms with the RDI prior to embarking on this initiative. Respect of confidentiality during this
project is very important and all information collected has been done so in a secure manner.
The research consultant has stored business information sheets and accompanying surveys
separately, using numerical identifiers. This information was then forwarded in two separate
emails to our research assistant, who entered interview responses into the Executive Pulse
Database. The information from Executive Pulse was then analysed by staff at the RDI to create
the following report. No individual business identifiers are published in this report.
Businesses requiring immediate assistance completed a follow-up form with the research
coordinator and a consent to release information for the purposes of a follow-up. Project
coordinator (Eden Yesh) and local Community Futures representative (Alison Bjorkman)
recommended business support agencies, programs and training respective to the businesses’
concerns. The follow-up was completed in person or by phone, with a summary of next steps for
the business to act upon. Eight businesses received immediate follow-up assistance from the local
Community Futures representative.
Quantitative data was analysed using descriptive statistics and qualitative data was analysed using
the grounded theory method of generating key coding themes. Based on the results of data
analysis activities, an initial draft was generated by the RDI and then reviewed with the project
lead, Kootenay Employment Services. Findings and related recommendations were assembled into
this report by RDI researchers.

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RESEARCH FINDINGS2
COMPANY INFORMATION
Type of Product/Service Offered
Businesses interviewed represent a diverse cross-section of industries. Most common are
Agriculture, Forestry, Fishing and Hunting (29% or 23 respondents), Retail and Wholesale Trade
(18% or 14 respondents), and Manufacturing (10% or 8 respondents).
Figure 1: Industry classification

Other Services

3%

Accommodation and Food Services

8%

Arts, Entertainment and Recreation

6%

Health Care and Social Assistance

9%

Educational Services

1%

Professional, Scientific and Technical Services

5%

Real Estate and Rental and Leasing

4%

Finance and Insurance

1%

Information and Cultural Industries

3%

Transportation and Warehousing

1%

Retail and Wholesale Trade

18%

Manufacturing

10%

Construction

4%

Agriculture, forestry, fishing and hunting

29%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 80 respondents
Facility Function
The majority of respondents (81% or 65 respondents) indicated that their facility acts as the
headquarters. Other primary functions include ‘services’ (70% or 56 respondents) and
‘distribution’ (53% / 42 respondents). Fewer respondents indicated that their facility serves an
engineering/research and development function.

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

respondents.

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Figure 2: Facility function(s)

Headquarters
Services
Distribution
Manufacturing
Warehousing
Engineering/RD

81%
70%
53%
41%
39%
14%
0%

20%

40%

60%

80%

100%

Note: 80 respondents
Competition
The vast majority of competition (83 % or 64 responses) reported was coming from within the
regional area3.
Figure 3: Location of primary competitors

In Region

83%

Outside Canada

30%

In Province

8%

In Canada

4%
0%

20%

40%

60%

80%

100%

Note: 80 respondents
Factors for Success
Figure 4: Key words and responses respondents' discussions of the factors that make them successful in
this region

When asked what factors made their
company successful in this region, the
highest number of respondents cited the
supportive community (28% or 22
businesses), with location (21% or 17
businesses), and excellent staff (15% or 12
businesses) also discussed frequently.

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

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“…incredibly supportive community which stems from highly committed team who want to
make a difference in the community, strong community development piece.”
“…positive "word of mouth" from within community groups.”
“…location -- an hour away from any competition.”
“...extremely hard working employees and owner/operators.”
“…an incredibly beautiful environment.”
“…centrally located in Kootenays: opportunities within the East and West Kootenays to
market value added products.”
Choosing Creston
Respondents frequently cited the appeal of the community for raising a family, their long standing
ties to the community, the quality of the land, and the overall growing conditions for agricultural
related purposes.
Other Locations

Figure 5: Other Locations
Yes
14%

14% of respondents (11 respondents) indicated
that their company has other locations.
Note: 80 respondents

No 86%

82% of those other locations (9 respondents) are in other areas of the province, 45% (5
respondents) are in other parts of Canada.
Figure 6: Location of Other Locations

In Province
Elsewhere in nation
Outside Canada

82%
45%
27%
0%

20%

40%

60%

80%

100%

Note: 11 respondents

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94% (74 businesses) of respondents reported that their headquarters are located in British
Columbia, and the remaining 6% (5 businesses) indicated that they are headquartered in other
parts of Canada.
Figure 7: Location of headquarters
94%
Elsewhere in nation

6%
0%

20%

40%

60%

80%

100%

Note: 79 respondents
Age and Life Cycle Stage
Over half of all respondents (57% or 45 respondents) reported that their business is in the
‘growing’ life cycle stage. Another 30% (24 businesses) indicated that their business is in the
‘maturing’ stage. Only 6% (5 businesses) indicated that they are in the ‘emerging’ stages, while an
additional 6% (5 businesses) indicated they were declining.
Figure 8: Life cycle stage

Maturing
Growing
Emerging
Declining

30%
57%
6%
6%
0%

10%

20%

30%

40%

50%

60%

Note: 80 respondents
Most businesses (39 respondents or 49%) reported that they have been in business for more than
20 years. A significant number reported that they have been in business for 10 - 19 years (11
respondents or 14%), 5 – 9 years (15 respondents or 19%), and 1 – 4 years (14 respondents or
18%).
Figure 9: Length of time in business

>20 Years
10-19 Years
5-9 Years
1-4 Years
<1 Year

49%
14%
19%
18%
1%
0%

10%

20%

30%

40%

50%

60%

Note: 80 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Ownership and Management
93% of all companies are privately owned, with just 7% publicly owned. Most respondents (41
respondents or 54%) indicated that their business is classified as a corporation, while 26% (20
respondents) indicated that they are a sole proprietorship. The remainder of businesses are
registered as a partnership (11% or 8 respondents), non-profit (7% or 5 respondents), or other
type of business (3% or 2 respondents).
Figure 10: Type of business
Other
Corporation
Sole proprietorship
Partnership
Non-profit

3%
54%
26%
11%
7%
0%

10%

20%

30%

40%

50%

60%

Note: 80 respondents
Figure 11: Ownership and management changes in last 5 years

78% of businesses (61 businesses) have not seen a management or ownership change in the last 5
years, while 22% of businesses (17 businesses) have
changed management and/or ownership over that
same period of time. Just 4% of businesses (3) are
Yes
expecting an ownership change in the near future. Of
22%
the 17 respondents that have seen changes in
management and or ownership, 71% (12 businesses)
report that the change had a positive impact.
No
78%

Note: 80 respondents

Succession and Business Plans
Of the 3 businesses (4%) that responded and reported
a pending ownership change, 1 (33%) expect the change will happen in a year or less, 1 (33%)
expect the process to take 2 years, and 33% or 1 business anticipates it taking 3 or more years.
Figure 12: Anticipated timeline for ownership change

3 years or more

33%

2 years

33%

1 year or less

33%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 3 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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33% of respondents (1 respondent) expect that the current owner will exit the business by selling
it to another company, while 33% (1 respondent) expect it to be sold/transferred to -family
member. 33% (1 business) expect to return shares to the co-op for resale.
Figure 13: Anticipated exit strategy
Other
Sell/transfer to a non-family member
Sell to another company

33%
33%
33%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 3 respondents

Not
applicable,
3%
Yes, 19%

Figure 14: Existence of formal succession plan

Only 19% (15 respondents) of businesses
reported that they have a formal succession
plan in place, and just 26% have identified a
sucessor for their business. Of those that
completed a succession plan, 75% received
assistance in its preparation.

No, 78%

Note: 77 respondents

Figure 15: Existence of current business plan
Yes, 45%
No, 55%

Less than half of all respondents (45% or 35
respondents) indicated that they have a
business plan in place.
Note: 78 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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LOCAL WORKFORCE
Size of Workforce
The 80 businesses interviewed reported a total of 1,711 employees. 36 % or 29 of the businesses
surveyed indicated that they have less than five employees and just 6% or 5 of the businesses
indicated that they have over 100 employees.
Figure 16: Total number of employees
Over 100
50-99
20-49
10-19
5-9
Less than 5

6%
6%
14%
9%
29%
36%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 80 respondents
41% (695) of employment positions at surveyed businesses are temporary, while 38% (656) are
full-time and 21% (360) are part-time.
Figure 17: Nature of employment

Temporary
Part Time
Full Time

41%
21%
38%
0%

10%

20%

30%

40%

50%

Note: 80 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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53% of respondents (42 businesses) indicated that the number of employees at their business has
stayed the same historically. While 27% (21 businesses) indicated that the size of their workforce
has increased. 20% (16 businesses) indicated a decrease.
Figure 18: Historical Employment trend4
Increasing
Staying the same
Declining

27%
53%
20%
0%

10%

20%

30%

40%

50%

60%

Note: 79 respondents
The last three years has generally seen stability in the size of the full-time workforce, with 69% of
businesses (52 respondents) reporting that the number of employees has stayed the same, and
23% (17 respondents) reporting that full-time employment over that three year time period has
increased. Interestingly the employment trend for full-time, part-time, and casual employment
was consistent over the previous three years.
Figure 19: Employment trend over last 3 years

8%

Decreased

8%

13%
69%
64%
69%

Stayed the same

0%

20%

part time
full time

23%
23%
23%

Increased

Casual

40%

60%

80%

Note: #of respondents varies

4 The question considered a 10 year historical trend.

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Trends for full time, part time and casual employment were consistent. 69% of businesses (53
respondents) interviewed expect the size of their full-time workforce will stay the same over the
next 3 years, with 65% indicating their casual work force will stay the same.
Figure 20: Employment trend over next 3 years

12%
Decreased

8%
4%
Casual

65%
Stayed the same

72%
69%

Part Time
Full Time

23%
19%
27%

Increased

0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: #of respondents varies
Workforce Demographics
39% (28 respondents) indicated that the majority of their essential employees are over 50 years
old. 31% (22 respondents) of businesses indicated that their workforce is between 35 and 49, and
just 7% (5 businesses) have a workforce under the age of 25.
Figure 21: Age of the majority of essential employees

50 or older

39%

35 - 49

31%

26 - 34

24%

Less than 25

7%
0%

10%

20%

30%

40%

50%

Note: 72 respondents
Wages
When reporting on average wages for skilled or professional workers, the majority of responses
indicated they pay between $20 and $29 per hour (32% or 16 businesses) and between $15 and
$19 per hour (32% or 16 businesses). The most commonly reported average hourly wage for semiskilled workers (31% or 12 businesses) was between $15 and $19 and the most commonly
reported average wage for entry-level workers (66% or 25 businesses of respondents) was

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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between $10 and $12. 46% of respondents (28 respondents) reported that their wage scale is
similar to other businesses in the region5.
Figure 22: Wages in relation to other businesses in the region

Greater than

39%

Same as

46%

Lower than

15%
0%

10%

20%

30%

40%

50%

Note: 61 respondents
Recruitment and Retention
Of those businesses that responded, 82% (61 respondents) indicated that the number of unfilled
positions at their company would remain constant.
Figure 23: Trend in unfilled positions

Increasing
Decreasing
Stable

11%
7%
82%
0%

20%

40%

60%

80%

100%

Note: 74 respondents
The vast majority of respondents (85% or 63 respondents) reported that they primarily recruit
employees from local labour markets. 9% (7 respondents) recruit provincially, while 5% (4
respondents) report that they recruit at the national level. International recruitment was not
identified by the respondents.
Figure 24: Location of workforce recruitment

Locally

85%

Provincially

9%

Nationally

5%
0%

20%

40%

60%

80%

100%

Note: 74 respondents

5 Detailed wage data is found in Appendix A.

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Of the 80 respondents, 43% (34 respondents) indicated that they have experienced recruitment
challenges and 21% (16 respondents) indicated that they have experienced retention challenges.
Figure 25: Recruitment and retention challenges

Recruitment challenges
Retention challenges

43%
21%
0%

10%

20%

30%

40%

50%

Note: # of respondents varies
When asked what efforts their business has undertaken to retain employees, 49 businesses
responded. The most frequent response regarding action taken were competitive wages (24% or
12 respondents) and treating employees well (24% or 12 respondents).Training (12% or 6
respondents) and finding additional work for staff during slow times (12% or 6 respondents) was
also frequently cited.
Figure 26: Key words and responses in respondents' discussion of retention efforts

“Do "make work" projects to
keep them employed during slow
times.”
“Treat them like family.”
“Review wages on a regular
basis.”
“Making an effort to meet their
needs (e.g. providing housing,
transportation or assisting with
child care).”

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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When asked what efforts businesses have undertaken to recruit employees, the efforts that
emerged most often were word of mouth (20% or 13 respondents), social media (19% or 12
respondents), internet (16% or 10 respondents), and advertising (16% or 10 respondents),.
Respondents also cited using a wide variety of other means, including contact with Kootenay
Employment Services (KES), contact with the College, and networking.
Figure 27: Recruitment Activities

Word of mouth

20%

Social Media

19%

Internet

16%

Advertising

16%

Contact with KES

9%

Reached out to Colleges

3%

Networking

3%

Building positive relationships

3%

Training

2%

Summer Works Program

2%

Recruiting Firms

2%

Raised Wages

2%

Job Fairs

2%

Flex time

2%

Benefits

2%
0%

5%

10%

15%

20%

25%

Note: 64 respondents
Of the 34 companies that indicated they were experiencing recruitment challenges, the areas
currently being recruited for among surveyed businesses include agriculture/farming related (24%
or 8 respondents), sales/retail, professional/technical, machine operators, and food/beverage
service (cited by 9% or 3 respondents). The responses included in the ‘other’ categories charted
below are detailed in Appendix A.

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Figure 28: Current recruitment areas

Other

94%

Agriculture/Farming

24%

Sales/Retail

9%

Professional/Technical

9%

Professional/Other

9%

Machine Operators

9%

Food/Beverage Service

9%

Healthcare Professionals

6%

Plant Managers / Operators

3%

Marketing

3%

Manufacturing/Other

3%
0%

20%

40%

60%

80%

100%

Note: 34 respondents
46% of respondents (35 businesses) anticipate future recruitment difficulties. The most commonly
anticipated recruitment areas which may prove challenging include agriculture/farming (14% or 5
respondents) and professional/other (11% or 4 respondents).
Figure 29: Future areas where recruitment may be challenging

Other

94%

Agriculture/Farming

14%

Professional/Other

11%

Sales/Retail

9%

Food/Beverage Service

9%

Construction/Contractors

6%

Professional/Technical

3%

Marketing

3%

Machine Operators

3%

Electrical/Electronics

3%

Advanced Manufacturing Workers

3%
0%

20%

40%

60%

80%

100%

Note: 35 respondents
37% of respondents (25 respondents) indicated that they believed that there were strategies that
could be undertaken to address employee recruitment. 24% (6 respondents) believed that

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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advertising could be effective, while 16% (4 respondents) suggested training, and another 16% (4
respondents) suggested subsidizing wages.
Figure 30: Strategies to overcome employee recruitment challenges

No

58%

Yes

42%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 67 respondents
Skills and Training
The majority of respondents (47%) indicated that over half of their workforce is comprised of
skilled or professional workers, 14% indicated that their workforce is mainly semi-skilled workers,
and 16% indicated that entry-level workers make up the majority of their workforce.
Figure 31: Skill level of majority of workforce

Entry-level

16%

Semi-skilled

14%

Skilled/Professional

47%
0%

10%

20%

30%

40%

50%

Note: # of respondents varies
Figure 32: Training Budget

58% (46 businesses) indicated that there is a training
budget to upgrade employee skills. 86% (68 businesses)
indicated that their company offers in-house training,
and 45% (35 businesses) use contracted training.

No
42%
Yes
58%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

Note: 79 respondents

17

57% of respondents (45 businesses) indicated that they were aware of trends, technologies, and
other significant changes that will be occurring in their industry that will require new skills.
Figure 33: Awareness of any anticipated trends, technologies, significant changes that will be occurring in
your industry that will require new skills

No

43%

Yes

57%
0%

10%

20%

30%

40%

50%

60%

Note: 79 respondents
65% or 52 respondents indicated that there are areas of training or professional development that
would be of benefit. Most commonly listed among these areas were marketing skills (14% or 7
businesses), bookkeeping (14% or 7 businesses), and food safe (12% or 6 businesses).

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Figure 34: Training or professional development needs

Marketing

14%

Bookkeeping

14%

Food Safe

12%

Social media

10%

Business Management

10%

Worksafe Courses

6%

Local Workshops

4%

Customer service

4%

Workshops relating to the dairy…

2%

Workforce Safety

2%

Word Press

2%

WHMIS

2%

Tractor safety

2%

Time management

2%

Survey specific training

2%

Professional Driver Training

2%

Irrigation management

2%

Horticulture training

2%

Home Protection Office insurance…

2%

Hair workshops

2%

Green energy

2%

Franchise Training

2%

Forklift Training

2%

First Aid

2%

FARSHA (Farm & Ranch Safety &…

2%

Conflict Resolution

2%

Child care

2%

Bartending

2%

Auto glass training

2%

Advertising

2%
0%

2%

4%

6%

8% 10% 12% 14% 16%

Note: 51 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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When asked what new training might need to be considered in the next five years, the most
commonly cited responses were in the areas of computer skills (25% or 18 businesses),
marketing/social media (13% or 9 businesses), and emerging technologies (10% or 7 businesses).
Figure 35: Areas for new Training in next five years

Computer and technology training

25%

Marketing/ Social Media

13%

Emerging Technologies

10%

Food Safe

6%

Building Codes

6%

Sustainable Farming

1%

Property Management

1%

Organic farming

1%

Land stewardship

1%

Incident Investigation

1%

HACPP

1%

Export Regulations

1%

Energy conservation

1%

Emerging Nursing Practices

1%

Emerging Auto Practices

1%

Computer networking

1%

Cocoa processing

1%

Alcohol processing

1%

Agricultural

1%
0%

5%

10%

15%

20%

25%

30%

Note: 71 respondents
54% of respondents (42 businesses) stated that they prefer training when it is delivered through
individual coaching and/or a classroom setting, while 40% (31 businesses) preferred an
online/webinar format.
Figure 36: Preferred modes of training

Other
Individual coaching
Classroom
Online/ Webinar training

8%
54%
54%
40%
0%

10%

20%

30%

40%

50%

60%

Note: 78 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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73% of respondents (53 businesses) typically seek training opportunities that are offered locally,
and 25% (18 businesses) travel to other areas in the province for their training. Fewer training
opportunities are sought elsewhere in the region, country, or in the United States.
Figure 37: Usual training locations

Local

73%

British Columbia

25%

Regional

22%

Rest of Canada

11%

United States

3%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 73 respondents
Unions
11 businesses (14%) reported that they have union status.
Employees
The most frequently cited critical issues for employees are the cost of living (84% or 61 businesses)
and housing (58% or 42 businesses). Child Care (40% or 29 businesses) and transportation (37% or
27 businesses) issues were also cited. For a list of factors included in the “other” category charted
below, refer to Appendix A.
Figure 38: Critical considerations for employees

Other

21%

Cost of living

84%

Housing

58%

Child care

40%

Transportation

37%
0%

20%

40%

60%

80%

100%

Note: 73 respondents
92% of businesses (72 businesses) interviewed reported that over 75% of their employees live
within the community, 8% (1 business) indicated that 75% of the employees live elsewhere in the
region and 20% (2 businesses) indicated that their workforce lives outside of the region.

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

21

SALES
Market Size and Share
The highest number of respondents (16 businesses or 29%) reported annual sales between
$100,000 and $499,000. The second highest number of respondents (14 businesses or 25%)
reported annual sales of between $1 million and $4.9 million. The lowest number (1 business or
2%) reported sales of over $50 million.
Figure 39: Annual sales

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

2%
4%
4%
2%
25%
7%
29%
9%
11%
7%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 55 respondents
The majority of businesses interviewed (63% or 50 businesses) indicated that the size of the
market for their product or service is increasing. Another 26% (21 businesses), reported that the
market is stable.
Figure 40: Status of market for product/service

Increasing
Decreasing
Stable

63%
11%
26%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 80 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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55% (37 businesses) of respondents indicated that their share of the market for their product in
comparison with their competitors is stable, while 34% (23 businesses) indicated that it is
increasing. A small number of respondents (10% or 7 businesses) indicated that their market share
is decreasing.
Figure 41: Market Share in Comparison to Competitors

Increasing
Decreasing
Stable

34%
10%
55%
0%

10%

20%

30%

40%

50%

60%

Note: 67 respondents
Growth
33% of respondents (24 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 18% of respondents (13
businesses). A combined 14% (total of 11 businesses) expect strong sales growth of over 25%. 29%
(21 businesses) of respondents expect their sales to remain stagnant, while a further 5% (4
businesses) expect sales to decline.
Figure 42: Projected sales growth in the next year

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

4%
5%
5%
18%
33%
29%
5%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 73 respondents
The majority of responses (64% or 49 businesses) indicated that sales at their business have
increased over time, 24% (18 businesses) indicated that sales have remained relatively stable, and
11% (8 businesses) reported that sales have declined.
31% or 5 businesses reported that sales at their parent company have historically increased, 6% (1
business) reported that they have stayed the same, and 6% (1 business) reported a decline. It is
worth noting that only 16 respondents answered this question, and of those 56% found the
question not applicable.
Data indicates that the sales trend within respondents’ respective industries has more closely
followed the sales trend reported at the location rather than the parent company. 58% percent of

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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respondents (42 businesses) reported that sales within their industry have been increasing while
19% (14 businesses) reported that they have been decreasing, and an additional 19% (14
businesses) indicated sales in their industry are declining.
Of the 14 businesses that reported exporting to international markets, 7% (5 businesses) indicated
that their export sales have been increasing , 7% (5 businesses) indicated that they have been
stable, and 6% (4 businesses) resported export sales are in decline.
Figure 43: Historic sales trend

80%

1%

Not applicable

56%

3%
7%
Increasing

64%

31%
7%

Staying the same

Sales at parent company
Sales within industry

19%

6%
11%
6%
0%

Sales at this business

24%

6%

Declining

Export Sales

58%

19%

20%

40%

60%

80%

100%

Note: #of respondents varies
Source of Sales
The customer base among Creston businesses appears to be fairly reliant on a diverse customer
base, with the largest percentage of respondents (31% or 14 businesses) indicating that 10 – 25%
of their sales are generated by their top three customers. There does appear to be some reliance
on a core customer as indicated by the 9% of respondents (4 businesses) that indicated that
between 76 – 100% of their sales are generated by their top three customers.
Figure 44: Sales generated by top three customers

76 - 100%

9%

51 - 75%

18%

26 - 50%

13%

10 - 25%

31%

1 - 9%

29%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 45 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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A majority of respondents (74%) indicated that over 50% of their sales are to customers within the
local community or region. 5% indicated that over 50% of their sales are within the province and
5% indicated the majority of sales to a national market. Fewer respondents indicated that the
majority of their sales are to US or international markets (0% and 4% respectively). Additionally,
when asked whether they supply products or services to any company in the community, 65% (51
respondents) indicated that they did.
Figure 45: Geographic source of majority of sales

International
United States
National
Provincial
Local

4%
0%
5%
5%
74%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: # of respondents varies
28 respondents (35%) indicated that they import goods or services from other countries and 14
respondent (18%) indicated that they export goods or services to other countries. 55% of
respondents did not find the question applied to them, or responded that they had no
international trade status.
Figure 46: International trade status
Not applicable
None
Import
Export

20%
35%
35%
18%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 79 respondents

Yes 18%

Procurement
Figure 47: Engagement with government
procurement processes

Only 18% (14 respondents) indicated that they
engage in government procurement.
No 82%

Note: 79 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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48% of respondents (29 businesses) interviewed reported that they purchase a majority of their
supplies from local sources. 23% (14 businesses) indicated that the majority of their supplies come
from businesses located within the province.
Figure 48: Geographic source of majority of supplies

International
United States
National
Provincial
Local

2%
5%
16%
23%
48%
0%

10%

20%

30%

40%

50%

Note: # of respondents varies
Purchasing
When reflecting on their reasons for purchasing products or services from out-of-area suppliers,
the most common response (70% or 48 businesses) indicated that the products they need are not
available locally.
Figure 49: Reason for out-of-area purchasing

Other
Product not available here
No applicable to this business
Higher costs locally
Quality of available products
head office decision
No control
Unaware of local venders
Loyalty to current supplier

7%
70%
17%
17%
12%
10%
10%
4%
4%
0%

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

Note: 69 respondents
The most commonly referenced products that businesses stated they would like to source from a
local supplier include farming supplies, produce, and packaging supplies.
Financing
Businesses accessed internal funding (84% or 64 businesses) most frequently when capital was
required to meet needs. Loans were also frequently accessed with 70% of businesses (53
respondents) indicating that they had accessed this type of financing. Capital financing was
accessed by 21% of respondents (16 businesses).
The type of internal financing was divided between personal savings (70% or 43 respondents) and
retained earnings (70% or 43 respondents).

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Figure 50: Types of Financing

Internal

84%

Lending (Pay back with predetermined interest
rate)
Capital Financiers (money is given in exchange
for shares of ownership)

70%
21%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Note:76 respondents
Lending took many forms, with 60% of respondents (32 businesses) indicating that lending came
from a line of credit. 60% (32 businesses) also indicated that a bank loan was accessed. 55% (29
businesses) made use of credit cards. Other forms of lending included private loans (21% or 11
respondents) and vendor credit (17% or 9 respondents).
Figure 51: Types of Lending
Other
Line of credit
Bank loan
Credit cards
Private loan
Vendor credit

9%
60%
60%
55%
21%
17%
0%

10%

20%

30%

40%

50%

60%

70%

Note:53 respondents
Capital financing was most commonly accessed from family members (44% or 7 businesses), while
small individual investors, other businesses, and friends were other sources (6% or 1 business
respectively). ‘Other’ sources can be found in Appendix A.
Figure 52: Types of Capital Financing

Other
Family
Small individual investors
Other businesses
Friends

56%
44%
6%
6%
6%
0%

10%

20%

30%

40%

50%

60%

Note:16 respondents
The most frequently cited barrier to accessing financial capital was insufficient earnings or
collateral to interest external sources (44% or 11 businesses). The exhaustion of local sources and

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

27

the lack of available local lenders was also cited by 16% or 4 businesses respectively. Refer to
Appendix A for list of ‘Other’ responses.
Figure 53: Barriers to Capital Financing

Other

36%

Insufficient earnings or collateral to interest
external sources (lending or capital financing)

44%

Local sources are exhausted

16%

Local lenders and capital financiers not available

16%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Note:25 respondents
44% of businesses (32 respondents) indicated that they expect that they will need to access
financial capital in the next 1 – 3 years. 78% (25 businesses) anticipate using financing to
expand/improve equipment, while 66% (21 businesses) expect to expand/improve their building
or land.
Figure 54: Purpose for Future Financial Capital Needs

Other

3%

Expanding/Improving Equipment
(technology; machinery; vehicles)

78%

Expanding/Improving Land/building

66%

Maintaining operational expenses

13%

Expanding/Improving Human
Resources

6%
0%

20%

40%

60%

80%

100%

Note:32 respondents
48% of respondents (16 businesses) have not identified how they will access the desired financial
capital in the coming years. Of the 52% (17 respondents) that have, 76% (13 respondents) will use
internal sources, 47% (8 respondents) will access lending, and 12% (2 respondents) will access
finances through capital financiers. Internal funding will come from two sources: personal savings
(54% or 7 businesses) and retained earnings (77% or 10 businesses). Most lending sources will
come from banks (66% or 5 businesses), with lines of credit (38% or 3 businesses) also frequently
cited.

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Figure 55: Source for Future Financial Capital Needs

Internal

76%

Lending (Pay back with predetermined
interest rate)
Capital Financiers (money is given in
exchange for shares of ownership)

47%
12%
0%

20%

40%

60%

80%

100%

Note:17 respondents
43% (23 businesses) of respondents were looking for over $100,000 to meet their future capital
needs, while 32% (0r 17 businesses) were looking for $25,000 or less.
Figure 56: Future Capital Needs

$100K or more
$25K or less
$25K to $50K
$50K to $100K

43%
32%
13%
11%
0%

10%

20%

30%

40%

50%

Note:53 respondents

Figure 57: Community Investment Mechanism

I am not
sure, 13%

Yes, I
would
offer
equity in
my
business,
5%

43% of businesses (33 respondents)
indicated that if a mechanism existed
to enable community investment into
local businesses, that they would use
that mechanism to access a loan.

Yes, I would
access a
loan, 43%

Note:77 respondents
No, I would
not use this
mechanism
, 39%

When asked to identify the social
return on investment (i.e. how do you
help people?), the majority of
respondents indicated that

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

29

employment was the single biggest social contribution.
Figure 58: Return on Investment: Social

Employment
Training
Start a business
Share resources.
Raise family
Organic produce
Mentor organic growers
Grow food
Enhance learning facilities
Employ disabled
Donate to food bank
Boost morale
Assist with child learning
Advertising
A place to live

56%
15%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
0%

10%

20%

30%

40%

50%

60%

Note:27 respondents
47% of respondents (8 businesses) indicated that they could offer a 5% return on investment.
Figure 59: Return on Investment: Financial

5%
4%
8%
6%
3%
2%
15%

47%
12%
6%
6%
6%
6%
6%
0%

10%

20%

30%

40%

50%

Note:17 respondents

Environmental benefits of an investment included: following environmental practices (27% or 7
businesses), energy efficiency (23% or 6 respondents), and increase agriculture (12% or 3
respondents).

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Figure 60: Return on Investment: Environmental
Follow environmental practices
Energy efficiency
Increase agriculture
Water conservation
Recycling
Maintain land
Green energy
Waste reduction
Sustainable food production
Repurpose product line
Reduced energy usage
Reduce pesticide usage
Reduce herbicide usage
Improve soil health
Grow local produce
Gray water recovery

27%
23%
12%
8%
8%
8%
8%
4%
4%
4%
4%
4%
4%
4%
4%
4%
0%

5%

10%

15%

20%

25%

30%

Note:26 respondents

FACILITIES AND EQUIPMENT
Size and Condition
45% (33 businesses) of respondents reported that their facility is between 1,000 square feet and
4,999 square feet in size, and another 18% (13 businesses) indicated it was less than 1,000 square
feet.
Figure 61: Size of facility
20,000 sq ft or more
10,000-19,999 sq ft
5,000-9,999 sq ft
1,000-4,999 sq ft
less than 1,000 sq ft

15%
12%
10%
45%
18%
0%

10%

20%

30%

40%

50%

Note: 73 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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54% of respondents (43 businesses) indicated that their facility is in good condition. Another 30%
(24 businesses) indicated that it is in excellent condition and 16% (13 businesses) reported that
their facility is in fair condition. No businesses reported that their facility is in poor condition.
Figure 62: Condition of facility
Fair
Good
Excellent

16%
54%
30%
0%

10%

20%

30%

40%

50%

60%

Note: 80 respondents
51% (41 businesses) of respondents indicated that their equipment is in good condition. 33% (26
businesses) indicated that it is in excellent condition and 15% (12 businesses) report their
equipment is in fair condition.
Figure 63: Condition of equipment

Poor
Fair
Good
Excellent

1%
15%
51%
33%
0%

10%

20%

30%

40%

50%

60%

Note: 80 respondents
Ownership

Figure 64: Ownership status of facility

Leased,
22%

78% of respondents (62 businesses) own the
facility in which they operate and 22% (17
businesses) lease it.

Owned,
78%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

Note: 79 respondents

32

Of the 17 businesses that lease their facility, and provided a response to the question, 38% have
between 1 and 2 years remaining on their lease and another 38% have over 5 years remaining. The
majority of respondents that lease their facility (94% or 16 businesses) intend to renew their
current lease agreement.
Figure 65: Length of time remaining on lease

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

38%
13%
38%
13%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 17 respondents

Figure 66: Ownership preference
Lease, 16%

84% of respondents (65 businesses)
would prefer to own their facility.
Own, 84%

Note: 77 respondents

Investment and Expansion
47% of respondents (35 businesses) indicated that their company’s investment in their facility has
stayed the same over the past 18 months, while 45% (33 businesses), indicated that the
investment has increased. Only six businesses (8%) indicated that investment in their facility has
decreased over the same time period.
Figure 67: Historical Investment in facility (past 18 months)

Increasing
Staying the same
Declining

45%
47%
8%
0%

10%

20%

30%

40%

50%

Note: 74 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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69% of respondents (55 businesses) indicated that there was room for expansion at their site, and
26% (21 businesses) indicated that there was not room at their site.
Figure 68: Room for expansion
Maybe
No
Yes

5%
26%
69%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 80 respondents
Figure 69: Plans to expand within three years

Yes,
43%
No,
58%

43% of respondents (34 businesses) plan to expand
within three years,58% (46 businesses) do not.
Additionally, 41% (33 businesses) plan to expand in the
next 12 – 18 months.

Note: 80 respondents

Figure 70: Adequacy of current site to support expansion

No,
27%
Yes,
73%

Of the 34 businesses planning expansion within the
next three years, 73% (24 businesses) reported that
their current site will be adequate. Notably however, 9
businesses (27%) reported that they will have to look
for a new site to meet their planned expansion needs.
Note: 33 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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The vast majority of respondents (94% or 31 businesses) indicated that expansion will occur within
the community.
Figure 71: Expansion to occur in community

No

6%

Yes

94%
0%

20%

40%

60%

80%

100%

Note: 34 respondents
The total investment anticipated for the planned expansion plans ranges substantially. 31% (8
businesses) anticipate investing between $25,000 and $99,999, and an additional 27% (7
businesses) are planning larger investments in the range of $100,000 to $499,999.
Figure 72: Estimated expansion investment

$1-$4.9 million

12%

$500,000-$999,999

19%

$100,000-$499,999

27%

$25,000-$99,999

31%

Less than $25,000

12%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 26 respondents
Of the 34 businesses planning expansion, 50% (14 businesses) responded to state that they expect
to spend under 50% of their expansion budget on equipment and technology, while 29% (8
businesses) responded to indicate that 50% - 90% of their expansion budget will be devoted to
equipment and technology.
Figure 73: Component of expansion budget for equipment and technology
100%
50 to 99%
Under 50%

21%
29%
50%
0%

10%

20%

30%

40%

50%

60%

Note: 28 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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19 respondents (73% of businesses) expect to spend 50 - 99% of their expansion budget on real
estate, while another 12% (3 businesses) expect to spend under 50% and 12% (3 businesses) of
respondents will spend 0% of their expansion budget on real estate.
Figure 74: Component of expansion budget for real estate

100%
50 to 99%
Under 50%
0%

4%
73%
12%
12%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 26 respondents
65% (13 respondents) of businesses indicated that expansion plans will be between 1,000 and
4,999 square feet. 25% (5 respondents) of businesses anticipated an expansion of less than 1,000
square feet, while just two respondents (10%) expected an expansion of between 5,000 and 9,999
square feet.
Figure 75: Size of facility expansion

5,000-9,999 sq ft

10%

1,000 to 4,999 sq ft

65%

Less than 1,000 sq ft

25%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 20 respondents
Facility Upgrades
Figure 76: Recent facility upgrades

No 30%

Yes
70%

70% of businesses (56 businesses) indicated that
there had been recent facility upgrades. Of those 56
businesses, 20% indicated that those upgrades were
completed in the last 3 months, 6 months, and 12
months respectively.

Note: 80 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Figure 77: Planning facility upgrades

No 41%

59% (46 businesses) indicated that they are
planning facility upgrades, and that the majority
(31% or 14 businesses) of those planning
upgrades will occur in the next 12 months.

Yes 59%

Note: 45 respondents

Respondents were also asked to identify any barriers to upgrading. The most frequently cited
barrier was financial (50% or 4 businesses). Other factors cited include space, marketing, low
return on investment.
Figure 78: Barriers to upgrading

Financing

50%

Space

38%

Marketing

13%

Low return on investment

13%
0%

10%

20%

30%

40%

50%

60%

Note: 8 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

37

Respondents cited a variety of factors that act as constraints to their expansion. Most common of
those were finance (79% or 26 businesses), identifying and accessing new markets (36% or 12
businesses), and lack of skilled staff (30% or 10 businesses).
Figure 79: Barriers to expansion

Finance

79%

Identifying and accessing new markets

36%

Lack of skilled staff

30%

Other (please specify):

27%

Local regulations e.g. zoning

27%

Energy costs

21%

Transport/freight

15%

Lack of suitable premises

15%

Warehousing

9%

Energy reliability

9%

Broadband access

9%
0%

20%

40%

60%

80%

100%

Note: 33 respondents
Just 32% of respondents (11 businesses) indicated that they have sought assistance with their
expansion efforts from an external organization. Of those businesses, the highest numbers had
approached the local council (20% or 2 businesses), Community Futures (20% or 2 businesses), and
the local Chamber of Commerce (20% or 2 businesses).
Figure 80: Organizations approached for expansion assistance

Other (please specify):

70%

Local Council

20%

Community Futures

20%

Chamber of Commerce

20%

Local Economic Development Office

10%

BC Hydro

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

Note: 10 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

38

Energy Efficiency
Figure 81: Considering energy efficiency in expansion plans

64% of those who responded (35 businesses) are
considering energy efficiency in their expansion plans.

No,
29%
Yes,
71%

Note: 55 respondents

Figure 82: Awareness of BC Hydro Power Smart
No
36%
Yes
64%

71% of respondents (57 businesses) are familiar with the
energy efficiency support available through the BC Hydro
Power Smart program.
Note: 80 respondents

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









The services that received the highest number of POOR ratings were access to airport
facilities (24% or 19 businesses), access to suppliers (19% or 15 businesses), and
availability of road transport services (19% or 15 businesses).
The services that received the highest number of FAIR ratings were access to suppliers
(33% or 26 businesses), access to airport facilities (29% or 23 businesses), and access to
markets (29% or 23 businesses).
The services that received the highest number of GOOD ratings were access to
highways/roads (63% or 50 businesses), inspections/licensing (62% or 49 businesses) and
water and sewerage supply (63% or 50 businesses).
The services that received the highest number of EXCELLENT ratings were access to US
border (59% or 47 businesses), access to highway/roads (28% or 22 businesses), and
recycling (26% or 21 businesses).
The services that the highest number of respondents felt are NOT APPLICABLE to their
business were access to port facilities (89% or 70 businesses), availability of rail transport
(88% or 68 businesses), and the availability of warehousing (74% or 57 businesses).

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

39

Figure 83: Rating of government services

1%
16%
3%
6%

Availability of
warehousing

14%

Availability of
road transport
services

0%

Availability of
rail transport

0%
0%
1%
10%

43%
25%
19%

88%

Availability of
buildings for
lease or
purchase

3%
18%
8%
13%

Availability of
appropriately
zoned land

5%

% Good

36%
33%
19%

% Fair
% Poor

16%

44%
29%
10%
1%

Access to
markets

28%
9%
1%
0%

% Not
Applicable

63%

5%

27%
29%
24%
15%

Access to
airport facilities

Access to Port
Facilities

% Excellent

11%
1%

Access to US
Border

59%

31%
15%
13%
36%

Access to
suppliers

Access to
highway/ roads

74%

1%
0%
3%

59%
38%

0%
1%
3%
8%
0%

89%
50%

100%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

40

9%

Water and
sewerage
supply

63%

18%
6%
4%
19%

Telecommunica
tions (internet,
cell)

55%

19%
8%
0%

26%
50%

Recycling

% Excellent

16%
8%
0%

% Good
% Fair

11%

Inspections
/licensing

62%

11%
8%
8%
11%

Disposal of
waste material

15%
9%
15%

% Poor
% Not Applicable

50%

10%

Development
approval
process

42%
13%
5%
29%
0%

50%

100%

Note: # of respondents varies
When asked whether there were any suggestions on how to improve any of the services and
infrastructure, 56% respondents (44 businesses) indicated they had suggestions. The highest
number of responses (11% or 5 businesses) discussed improvements to the highway
infrastructure, along with expansion of high speed internet services (9% or 4 businesses).

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

41

Figure 84: Key words and responses
in respondents' suggestions for
improvements to government
services

“any increased competition with
respect to telecommunications
would help to reduce prices.”
“get rid of privitization of
highway's maintenance -- very
bad service!”
“Stronger cell coverage and more
affordable internet.”
Airport Service
The Canadian Rockies International Airport (Cranbrook) is the most used airport, with 82% of
respondents (55 businesses) indicating they use that airport. The Spokane International Airport
was the second most used with 28% (19 businesses), and the Castlegar Airport being used by 16%
of respondents (11 businesses).
Figure 85: Airport service used
Cranbrook
Spokane
Castlegar
Calgary
Trail
Creston
Vancouver
Kelowna
Edmonton
Bonners Ferry

82%
28%
16%
15%
7%
7%
6%
1%
1%
1%
0%

20%

40%

60%

80%

100%

Note: 67 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

42

Respondents indicated that they would most like improvements to scheduled flights (50% or 17
businesses) and flights to Calgary (12% or 4 businesses).
Figure 86: New services at local airport

Scheduled flights

50%

Calgary

12%

Local flights to Calgary and Vancouver

9%

Freight shipping

9%

More Airlines

6%

Improvements to navigational aids

6%

Cranbrook

6%

Pacific Coastal Air flights

3%

Medivac

3%

Improve traffic control

3%

Coffee Shop

3%

Airport service to Cranbrook

3%

Air shuttle to Vancouver

3%
0%

10%

20%

30%

40%

50%

60%

Note: 34 respondents

BUSINESS CLIMATE
Quality of Business Climate
The majority of responses rated the overall business climate as fair (55% or 43 businesses).
Figure 87: Rating of local business climate

Poor

6%

Fair

55%

Good

37%

Excellent

1%
0%

10%

20%

30%

40%

50%

60%

Note: 78 respondents
Respondents rated the quality of a list of specific business climate factors as either poor, fair,
good, excellent, or not applicable to their business.


The factors that received the highest number of POOR ratings included technical training
(34% or 27 businesses), economic development (19% or 15 businesses), local tax structure
(15% or 12 businesses), and workforce availability (15% or 12 businesses).

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

43








The factors that received the highest number of FAIR ratings included economic
development (38% or 30 businesses), workforce stability (44% or 35 businesses), and
workforce availability (44% or 35 businesses).
The factors that received the highest number of GOOD ratings included Chamber of
Commerce (63% or 50 businesses) and local government (60% or 48 businesses).
The factors that received the highest number of EXCELLENT ratings included
cultural/recreational amenities (21% or 17 businesses) and K-12 education (9% or 7
businesses).
The factors that received the highest number of NO OPINION ratings include Community
Futures (29% or 23 businesses) and Technical Training (22% or 17 businesses).

Figure 88: Rating of business climate factors

4%
Local Tax Structure

29%

15%
9%

44%

1%
Local Government

60%

26%

8%
5%
9%

K-12 education

53%

16%
6%
16%
0%

Housing

11%
13%

% Excellent

1%
Economic Development
9%
Cultural/Recreational
Amenities

6%
3%

% Fair
% Poor

21%
15%

55%

14%
10%

29%
29%

45%

6%
Chamber of Commerce

63%

15%
9%
8%
0%

20%

% No Opinion

53%

3%
Colleges/Universities

% Good

34%
38%

19%

6%
10%
1%

Community Futures

48%

28%

40%

60%

80%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

44

4%
Workforce Stability

37%

9%
6%

44%

6%
Workforce Quality

8%

1%

54%

31%

% Excellent

1%

39%

Workforce Availability

15%

1%

% Good
44%

% Fair
% Poor

6%
Tourism services

4%

11%

0%

22%
23%

Technical Training

22%
0%

% No Opinion

55%

24%

10%

20%

30%

34%
40%

50%

60%

Note: # of respondents varies
51% of respondents (39 businesses) felt that the business climate is better today than it was 5
years ago. 14% (11 businesses) thought that it is worse, and 23% (18 businesses) believed there
was no change in the business climate. The main reason given from those who believe the
business climate is worse is the declining economy (37% or 4 respondents).
Figure 89: Business climate today vs. 5 years ago

No opinion

12%

Worse today

14%

No change

23%

Better today

51%
0%

10%

20%

30%

40%

50%

60%

Note: 77 respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

45

60% of respondents (47 businesses) expect that the business climate will be better 5 years from
today. 5% (4 businesses) expect that it will be worse.
Figure 90: Business climate 5 years from today

No opinion
Will be worse
No change
Will be better

10%
5%
24%
60%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 78 respondents
Strengths and Weaknesses of Business Climate
85 responses were provided when respondents were asked to list the community’s strengths as a
place to do business, the highest number of responses (46% or 35 responses) cited the supportive
community as the community’s primary strength. 14% (11 businesses) indicated the location and
11% (8 businesses) indicated the climate.
Figure 91: Community’s strengths as a place to do business

Supportive community

46%

Location

14%

Climate

11%

Workforce

7%

Proximity to US

7%

Agriculture

5%

Tourism

4%

Lifestyle

4%

Recreational opportunities

3%

Loyal Customers

3%

Diversity of products

3%

Networking

1%

Low crime

1%

Great pride

1%

Good restaurants

1%

Diverse economy

1%
0%

10%

20%

30%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

40%

50%

46

Note: 76 respondents
Respondents were asked to list the community’s weaknesses as a place to do business. The
highest number of responses (19% or 15 respondents) was received for the proximity to the US
and its’ isolated location respectively. The low population were cited by 17% of respondents (13
businesses), while the resistance to change and lack of suppliers were both cited by 5% of
respondents (4 businesses).
Figure 92: Community's weaknesses as a place to do business
Proximity to US
Isolated location
Low population
Resistance to change
Lack of suppliers
Underground economy
Transportation costs
Aging population
Poor customer service
Lack of amenities
Inaccessible government services
Vacant commercial buildings
Training
Too dependent on tourism
Tax structure
Small market
Skilled labour
Poor internet service
Low average income
Laid back attitude
Lack of water
Lack of growth
High commercial rent
Decline in tourism
Customer service
Agriculture market saturation
Affordable housing

19%
19%
17%
5%
5%
4%
4%
4%
3%
3%
3%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
0%

5%

10%

15%

20%

25%

Note: 78 respondents

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Business Growth
81% of respondents (65 businesses) indicated that there are barriers to growth. The highest
number of respondents (20% or 13 businesses) stated that the low population is an important
barrier to growing the community’s economy. Other commonly cited barriers include isolated
location (17% or 11 businesses) and resistance to change (9% or 6 businesses).
Figure 93: Barriers to growth in the community

Low population
Isolated location
Resistance to change
Land availability
Economic seasonality
Skilled labour
Aging population
Access to markets
ALR Restrictions
Small market
Lack of planning
Economy
Transportation
Tax structure
Low income levels
Limited services
Lack water
Lack of jobs
Internet access
Affordable housing

20%
17%
9%
6%
6%
5%
5%
5%
5%
3%
3%
3%
2%
2%
2%
2%
2%
2%
2%
2%
0%

5%

10%

15%

20%

25%

Note: 65 respondents
The following excerpts illustrate the barriers cited:
“need a more "mixed age" population.”
“not much to do in winter time.”
“remote/rural location far from major centres.”
“chipping away of basic services that the community has to fight for to retain.”
Respondents were asked about the level of support they received from various business support
providers. The Chamber of Commerce received the highest Poor response (5% or 4 businesses)
and one of the highest Excellent responses (11% or 8 businesses), as well as high responses for

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Good (46% or 35 businesses) and Fair (17% or 13 businesses). Community Futures was cited as
providing an excellent level of service by 14% of respondents (10 businesses). Respondents found
the Community Futures (4% or 3 businesses) and Chamber of Commerce (3% or 2 businesses)
most commonly unable to assist.

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Figure 94: Level of service from business support providers

Scientific Research and Experimental
Development Tax Incentive Program

Kootenay Aboriginal Business
Advocates Society

Invest Kootenay

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

0%
1%
1%
0%
0%

97%

0%
6%
3%
0%
0%

91%

0%
5%
3%
2%
2%

89%

0%
6%
4%
3%
0%

87%

4%

Economic Development Organization
/ Commission

14%
6%
3%
0%

% Excellent
% Good
72%

7%
Continuing Education and Workforce
Training

1%
1%

College Industry Liaison Officer

% Poor

55%

12%

% Unable to assist

24%
14%

8%
1%
4%

Community Futures

% Not Applicable

33%
40%

1%
4%
1%
1%
0%

91%

11%
Chamber of Commerce

5%
3%

17%

0%

46%

18%

9%
12%
6%
1%
1%

Basin Business Advisors

% Fair

71%

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

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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% Excellent

0%
1%
1%
0%
0%

Scientific Research and
Experimental Development
Tax Incentive Program

% Good
% Fair
97%

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

% Poor
% Unable to assist

Note: # of respondents varies
29% of respondents (23 businesses) indicated that there are suppliers that could locate in the
region. Agricultural suppliers was most commonly cited by 50% of respondents (8 businesses),
with packaging materials being mentioned by 13% (2 businesses).
Figure 95: Potential Suppliers

Agricultural suppliers

50%

Packaging materials

13%

Technology companies

6%

Manufacturers

6%

Local food hub

6%

Greenhouse

6%

Distribution center

6%
0%

10%

20%

30%

40%

50%

60%

Note: 16 respondents

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When asked what business, sector or industry could be attracted to most strategically benefit the
industry, the most common response was tourism (31% or 19 respondents) and agricultural valueadded businesses (24% or 15 businesses
Figure 96: Sectors, businesses or industries that could be attracted to region
Tourism
Agriculture value-added industries
Health and Wellness
Construction
Senior Services
Forestry
Food Distributors
Technology businesses
Retail Stores
Organic farmers
Micro brewery
Large greenhouse
Community kitchen
Childcare services
Beed and dairy industry
Automotive
Art gallery

31%
24%
6%
6%
5%
5%
5%
3%
2%
2%
2%
2%
2%
2%
2%
2%
2%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 62 respondents

Business Competitiveness and Productivity
Businesses were asked to consider the importance of various factors for ensuring business
competitiveness over the next five years. Those factors that received the highest number of
somewhat important or very important ratings include improvement of business management
(96% or 76 businesses), availability of telecommunications infrastructure and services (95% or 76
businesses), and workplace health and safety (94% or 73 businesses).

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Figure 97: Importance of business competitiveness factors

Workplace health and
safety

6%
0%

Workforce skill
development

9%
3%

94%
89%
75%

Water/sewer costs

18%
8%

Water/sewer availability

10%
5%

Strategic alliances (joining
with other businesses to…

21%
10%

Reliable air transportation

30%
55%
15%

New product research
and development

85%
69%

81%

10%
9%

New market development
outside of region

18%
13%

New market development
locally

14%
8%

Improving worker
productivity

13%
8%

Improvement of customer
services

69%
78%
80%

% Somewhat important,
very important

81%

% Not important at all or
not very important

9%
10%

Improvement business
management

96%

3%
1%

Expansion of workforce
employees

27%
11%

Exchange rate for
Canadian dollar

62%
91%

8%
1%

Energy costs

89%

10%
1%

Availability of
5%
telecommunications… 0%

95%

Affordable
shipping/freight

14%
4%

Add or change in
business, products or…

6%
16%

Accessing capital
Access to exporting and
international markets

8%

% Not applicable

28%

83%
78%
64%

34%
28%
39%
0% 20% 40% 60% 80%100%120%

Note: # of respondents varies

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




EXCELLENT ratings include investing in people and skills (20% or 15 businesses) and
leadership and management capacity (19% or 14 businesses);
GOOD ratings include productive workplace culture (59% or 44 businesses), organizing
work (structure and process) (57% or 39 businesses), and leadership and management
capacity (57% or 42 businesses);
FAIR ratings include innovation and the use of technology (36% or 26 businesses);
POOR ratings include measuring impact of productivity efforts/investments (12% or 7
businesses).

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Figure 98: Performance on key productivity drivers

15%
59%

Productive workplace
culture

17%
8%
1%
15%
57%

Organizing work (structures
& processes)

22%
4%
1%
16%

Networking and
collaboration with other
businesses

52%
21%
8%
4%
% Excellent

13%

Measuring impact of
productivity efforts/
investments

% Good

35%
33%

% Fair

12%
7%

% Poor
% Not Applicable

19%
57%

Leadership and
management capacity

19%
4%
1%
20%

Investing in people and
skills

50%
24%
5%
0%
13%
40%
36%

Innovation & the use of
technology

10%
1%
0%

20%

40%

60%

80%

Note:# of respondents varies

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Economic Drivers
Respondents believe that the economic drivers with the highest growth potential over the next 5
to 10 years include tourism (66% or 53 businesses), agriculture (59% or 47 businesses), relocation
of people from urban centres (26% or 21 businesses), and other niche service businesses (26% or
21 businesses). For a list of drivers identified as “other”, refer to Appendix A.
Figure 99: Economic drivers with greatest growth potential

Other

28%

Tourism

66%

Agriculture

59%

Relocation of people from urban centres

26%

Other niche service businesses (e.g.…

26%

Health & wellness

23%

Forestry

23%

culture and creative businesses

20%

Green or environmental businesses

20%

Arts

20%

Construction

13%

Manufacturing

10%

Technology-based businesses

8%

Education

4%

Government

3%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 80 respondents

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Proximity to Alberta
44 respondents (55%) reported that they were impacted by their proximity to Alberta. The
positive impact of Alberta customers was the most significantly noted by 52% of respondents (23
businesses), while 25% (11 businesses) indicated a similar positive impact of tourism from Alberta.
Figure 100: Impact of Proximity to Alberta

Positive - Alberta customers

52%

Positive - Alberta tourists

25%

Negative - Workforce migration to Alberta

9%

Negative - Alberta has lower taxes

7%

Positive - Workforce migration from Alberta

2%

Positive - Alberta suppliers

2%

Negative - Loss of sales to Alberta

2%
0%

10%

20%

30%

40%

50%

60%

Note: 44 respondents

ASSESSMENT AND PLANS
Overall Health
The majority of businesses surveyed reported that their facility is in overall good health (74% or 59
businesses), 16% (13 businesses) reported that their facility’s health is excellent, and 9% (7
business) reported that it is fair. 1% (1 business) of respondent indicated that their company is in
poor health.
Figure 101: Facility’s overall health

Poor
Fair
Good
Excellent

1%
9%
74%
16%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 80 respondents

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Most businesses with a parent company indicated that the health of that parent company is good
(37% or 7 businesses).
Figure 102: Overall health of parent company

Not applicable
Poor
Good
Excellent

32%
5%
37%
26%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 19 respondents
Attitude toward Community
58% of respondents (46 businesses) indicated that their local management’s attitude toward the
community is good and 39% (31 businesses) indicated that it is excellent.
Figure 103: Local management's attitude toward community

Poor
Fair
Good
Excellent

1%
1%
58%
39%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 79 respondents
Respondents indicated that their parent company’s attitude toward the local community is either
excellent (23% or 6 businesses) or good (27% or 7 businesses).
Figure 104: Parent company's attitude toward local community

Not applicable

50%

Good

27%

Excellent

23%
0%

10%

20%

30%

40%

50%

60%

Note: 26 respondents

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Risk of Closing or Downsizing
Data indicates that the risk of businesses closing or downsizing is low. 4% (3 businesses) of
respondents reported that they are at a high risk of closing or downsizing in the next 1-3 years.
Figure 105: Risk of facility closing

Low

86%

Moderate

10%

High

4%
0%

20%

40%

60%

80%

100%

Note: 80 respondents
Similarly, the data indicates that the risk of downsizing is low, with only 3% (2 businesses)
indicating that risk is high.
Figure 106: Risk of facility downsizing

Low
Moderate
High

88%
9%
3%
0%

20%

40%

60%

80%

100%

Note: 78 respondents

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

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POTENTIAL ACTION AREAS
Workforce – Recruitment & Retention
The businesses interviewed reported a total of 1,711 employees. The majority (41%) of employees
are temporary, followed closely by 38% full time employees. The size of the workforce appears
stable and healthy, with 53% of businesses indicating that the number of employees at their
business has stayed the same, and 27% indicating that the number has increased. Expected
employment trends are also stable with the majority of businesses expecting the number of
casual, part time, and full time employees to stay the same. Actions that could prove helpful
include: support and expand recruitment efforts, assist with coordination of casual/temporary
employee recruitment, and education/training on recruitment. Targeted actions to these areas
could be considered. Related to recruitment and retention are the identified critical considerations
for employees which include the cost of living, housing, childcare, and transportation. Interest was
expressed in establishing a farm labour pool with an aim to better link farmers and available
labour.
Youth Employment
Findings indicate that employees under the age of 26 are in the minority, with just 7% of essential
employees under the age of 25. The number of aging farmers is seen as indicative of the need for
succession planning, but questions remain surrounding the number of youth available to take over
farms. Increasing youth employment may assist in addressing the recruitment challenges that 43%
of businesses report having. Actions on this theme could involve gaining a better understanding of
the reasons for the low youth employment rate, connecting local businesses with youth
employment programs (federally, provincially and/or through CBT), and connecting local
businesses with local schools and post-secondary institutions.
Business Growth & Expansion
57% of businesses in the region report being in a growth cycle and 30% are maturing; however
29% are not anticipating any growth in sales over the next year, with 33% expecting moderate
sales growth between 1 – 9%. The vast majority of businesses (74%) indicate that the majority of
their sales are to local markets, indicating there may be an opportunity to expand into surrounding
markets. 43% indicate that they are planning to expand within the next three years. Actions in this
area could include supporting existing businesses as they plan for local expansion/growth. Support
could come in the form of assistance with navigating local regulations, identifying and securing
new sites if appropriate, exploring financing options, and connecting businesses with resources to
assist in expansion projects. These potential actions and any others should be designed to address
the stated barriers to expansion which include financing, identifying and accessing new markets,
and a lack of skilled staff. It is worth noting that very few (32%) businesses sought assistance with
expansion efforts from an external organisation. This is an area where improvements could be
made to have local resources approach businesses proactively to understand barriers and work
collaboratively towards solutions. New opportunities exist, such as a composting or value-added
facility utilizing agricultural waste (e.g., cherry culls).

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Small to Medium Sized and Independent Businesses
The profile of businesses surveyed indicates that businesses tend to be small to medium in size
and independent. Tailoring supports and services to small, independent businesses, perhaps with
specific actions directed at the agricultural sector will benefit businesses in Creston & District.
Natural Resources/Agriculture Focus
There are a significant number of businesses in the agricultural, forestry, fishing, and hunting
sectors (29% according to the industry classification). However, it is important to note that the BRE
stakeholder committee deliberately focused on the agricultural sector only for this study. The
importance of the agricultural industry warrants specific and additional review to understand the
specific challenges and opportunities this sector faces. An industry based stakeholder meeting
could be convened to explore how this sector can specifically be supported. Interest was
expressed in the reinstatement of a local agriculture extension office, together with a
reinstatement of Canadian Food Inspection Agency and Interior Health’s Environmental Health
offices.
Supply Sourcing and Procurement
The data indicates that 48% of supplies come from within the local region. The most common
response (70%) for the reason why supplies are sourced outside of the local area is that they are
not available locally. Agricultural suppliers and packaging materials were the most frequently cited
areas for potential suppliers to the Creston area. There is an opportunity to engage in discussions
with local area businesses to understand what opportunities may exist to increase local supply and
actively engage existing businesses or encourage new businesses to fill that role if feasible. A
stakeholder round table discussion could be a way to begin the conversation to increase supply
options locally.
Local businesses do not appear to engage actively with government procurement processes, with
only 18% of businesses indicating that they have. Education and awareness of the opportunities
available through municipal, regional, and provincial procurement processes could be promoted
through seminars, profiles in communication material, and promotion on relevant websites.
Training
Improving technical training and workforce skill development is important for business
competitiveness. Findings indicate that 58% of businesses have a training budget and 73%
indicated that training typically occurs locally. Areas for additional training/skill development
include marketing skills, bookkeeping, and food safe. Future areas for training focused on
computer and new technology training, as well as marketing, social media, and emerging
technologies. Future initiatives could include supporting networks to help businesses identify
shared training needs, and working with local educational institutions to ensure local skill
requirements are considered in programming.
Succession and Business Planning
Business and succession planning are critical to the health and longevity of businesses, yet only
19% of respondents indicated that they have a formal succession plan and less than half (45%)
have an up-to-date business plan. With 49% of businesses indicating that they have been in

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business for more than 20 years, succession planning is timely for many. Findings suggest that
there are opportunities to support the business community by providing succession and business
planning assistance, with some tailoring to target small, independent businesses. Any future
business planning support initiatives should be aggressively advertised to ensure uptake among
local businesses, and may include direct outreach to those businesses identified as part of the BRE
survey.
Financing
When financing was accessed, the most frequent type was internal (84% of businesses) in the
form of personal savings or retained earnings. There is a market for businesses to access financing,
with 44% of businesses indicating they will need to access financing in the next 1 – 3 years for
purposes of expanding or improving equipment (78%) or making improvements to their
land/building (66%). Businesses were most frequently (43%) looking for $100,000 or more in
future capital, with 32% indicating they would need $25,000 or less. There does appear to be a
market and an appetite for a community model of financing, with opportunities in small loans of
$25,000 or less and larger loans of over $100,000. Further exploration and development of a
community based financing model or microloan program appears warranted.

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APPENDIX A: DATA TABLES
COMPANY INFORMATION

Figure 1: Industry Classification

NAICS

Percent of
Question
Respondents

Count

Agriculture, forestry, fishing and
hunting
Construction
Manufacturing
Retail and Wholesale Trade

11

23

29%

23
31-33
41-45

3
8
14

4%
10%
18%

Transportation and Warehousing

48-49

1

1%

Information and Cultural Industries

51

2

3%

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

52
53

1
3

1%
4%

54

4

5%

61
62
71
72
81

1
7
5
6

1%
9%
6%
8%

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

80
80
0
100%

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

2
80

3%
100%

Count

Percent of
Question
Respondents

11

14%

31
33
42
56
65
238

39%
41%
53%
70%
81%

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

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

Figure 4: What are the factors that
make your company successful
here?
Customer Service
Demand for product
Food safety programs
Good customer base
Good marketing agent
Low cost of overhead
Niche market
Proximity to US border
Strong volunteer base
Workforce
Pricing
Demographics
Excellent market
Tourism
Customer loyalty
Diversity of products
Quality product
Good farm land
Hard work

80
80
0
100%

Count
3
6
23
64
96

Percent of
Question
Respondents
4%
8%
30%
83%

80
77
3
96%

Count

Percent of
Question
Respondents

1
1
1
1
1
1
1
1
1
1
2
3
3
4
5
6
6
8
9

1.25%
1.25%
1.25%
1.25%
1.25%
1.25%
1.25%
1.25%
1.25%
1.25%
2.50%
3.75%
3.75%
5.00%
6.25%
7.50%
7.50%
10.00%
11.25%

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Reputation
Excellent staff
Location
Supportive community
Total

10
12
17
22
117

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

80
80
0
100%

Figure 5: Does this company have
another location elsewhere?

Count

Yes
No
Total

Percent of
Question
Respondents

11
69
80

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

80
80
0
100%

Figure 6: Does this company have
another location elsewhere?: If Yes,
where?

Count

Outside Canada
Elsewhere in nation
In Province

12.50%
15.00%
21.25%
27.50%

14%
86%

Percent of
Question
Respondents

Total

3
5
9 82%
17

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

80
11
0
11

Figure 7: Location of company's
headquarters

Count

Percent of
Question
Respondents

5
74

6%
94%

Elsewhere in nation
In Province

27%
45%

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

Figure 7b: Location of company's
headquarters: Province
AB
QC
ON
BC
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 7c: Location of company's
headquarters: Nation

79
80
79
1
99%

Count
1
1
3
74
79

1.27%
1.27%
3.80%
93.67%

80
79
1
99%

Count

Canada
Total

7
7

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

80
7
73
9%

Figure 7d: Corporate headquarters
location, if different than local
location
Fort McLeod Alberta, Edmonton
Alberta, Lethbridge Alberta , Calgary
Alberta, Okotoks Alberta
Nelson BC , Castlegar BC , Salmo BC ,
Slocan Valley BC,

Percent of
Question
Respondents

Percent of
Question
Respondents
100.00%

Count

Percent of
Question
Respondents

1

25.00%

1

25.00%

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Vancouver BC, Edmonton AB,
London ON, Toronto ON, Montreal
PQ, Halifax NS, St. John's NL
Wynndel BC
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 8: Life cycle stage of firm's
primary product/service

1

25.00%

1
4

25.00%

80
4
76
5%

Count

Declining
Emerging
Growing
Maturing
Total

5
5
45
24
79

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

80
79
1
99%

Figure 9: How long has this facility
operated

Count

<1 Year
1-4 Years
5-9 Years
10-19 Years
>20 Years
Total

1
14
15
11
39
80

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

80
80
0
100%

Figure 10: What is this company's
ownership status?

Count

Percent of
Question
Respondents
6%
6%
57%
30%

Percent of
Question
Respondents
1%
18%
19%
14%
49%

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Publicly owned
Privately owned
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 10b: What is this company's
legal status?
Non-profit
Partnership
Sole proprietorship
Corporation
Other
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

5
69
74

7%
93%

80
74
6
92%

Count
5
8
20
41
2
76

Percent of
Question
Respondents
7%
11%
26%
54%
3%

80
76
4
95%

Count

Percent of
Question
Respondents

Co-operative

1

1%

Franchise
Total

1
2

1%

Figure 10c: What is this company's
legal status?: If Other, please specify

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

80
2
0

Parent Question Respondents:

76

Response Rate:

2

100%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Figure 11: Has the local facility
changed owners or managers in the
past 5 years?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 11b: If Yes, describe the local
impact of the change

Count
17
61
78
80
78
2
98%

Count

Neutral
Positive
Total

5
12
17

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

80
17
0
17
78
100%

Percent of
Question
Respondents
22%
78%

Percent of
Question
Respondents
29%
71%

Count

Percent of
Question
Respondents

Yes

3

4%

No
Total

75
78

96%

Figure 11c: Is an ownership change
pending for this facility?

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

Figure 12: If Yes what is the
anticipated time frame

80
78
2
98%

Count

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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1 year or less
2 years
3 years or more
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes' Respondents:
Parent Question Respondents:
Response Rate:

1
1
1
3

33%
33%
33%

80
3
0
3
78
100%

Count

Percent of
Question
Respondents

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

1

33%

1

33%

1

33%

Total

3

Figure 13: If Yes, how do you intend
to exit the business?

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

Figure 13b: If Yes, how do you
intend to exit the business?: If other,
please explain
Members can transfer their shares
back into the co-op for resale to
existing members.
Total

80
3
0
3
78
100%

Count

Percent of
Question
Respondents

1

33.33%

1

Survey Participants:
Question Respondents:

80
1

No Response Count:

0

Parent Question 'Other'
Respondents:

1

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

71

Parent Question Respondents:
Response Rate:

Figure 14: Is there a formal
succession plan?
Yes
No
Not applicable
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 14b: Have you identified a
successor to your business?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 14c: If Yes, have you been
assisted in preparation of a
succession plan?

3
100%

Count
15
60
2
77

Percent of
Question
Respondents
19%
78%
3%

80
77
3
96%

Count
20
58
78

Percent of
Question
Respondents
26%
74%

80
78
2
98%

Count

Yes
No
Total

9
3
12

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

80
12
3
15
77
80%

Percent of
Question
Respondents
75%
25%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Figure 14d: If Yes, by whom

Count

Percent of
Question
Respondents

Other
Total

4

100.00%

Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes' Respondents:
Parent Question Respondents:
Response Rate:
Figure 14e: If Yes, by whom: If
other, please explain
Accountant, Banker, Business
Partner
Accountant, Personal Financial
Planner, and Spouse
BBA program
Notary
Total

4
80
4
5
9
12
44%

Count

Percent of
Question
Respondents

1

25.00%

1

25.00%

1
1
4

25.00%
25.00%

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

80
7
0

Parent Question Respondents:

4

Response Rate:
Figure 15: Does this firm have a
current written business plan?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

4

44%

Count
35
43
78
80
78
2
98%

Percent of
Question
Respondents
45%
55%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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LOCAL WORKFORCE
Figure 16: Total number
of employees at this
facility*: Total employees
Less than 5
5-9
10-19
20-49
50-99
Over 100
Total
Total employees:
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 17: Nature of
Employment
Full Time
Part Time
Temporary
Total
Survey Participants:
Question Respondents:
Figure 17b: Total number
of employees at this
facility*: Full-time
employees
Less than 5
5-9
10-19
20-49
50-99
Over 100
Total
Total full-time employees:
Survey Participants:
Question Respondents:
No Response Count:

Count
29
23
7
11
5
5
80

Percent of Question
Respondents
36%
29%
9%
14%
6%
6%

1711
80
80
0
100%
Count
656
360
695
1711
80
80

Count
57
10
5
4
3
1
80
656
80
80
0

Percent of Question
Respondents
38%
21%
41%

Percent of Question
Respondents
71.25%
12.50%
6.25%
5.00%
3.75%
1.25%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Response Rate:
Figure 17c: Total number
of employees at this
facility*: Part-time
employees
Less than 5
5-9
10-19
20-49
50-99
Total
Total part-time
employees:
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 17d: Total number
of employees at this
facility*: Temporary
employees
Less than 5
5-9
10-19
20-49
50-99

100%

Count

Percent of Question
Respondents

65
6
3
4
2
80

81.25%
7.50%
3.75%
5.00%
2.50%

360
80
80
0
100%

Count

Percent of Question
Respondents

59
9
2
5
3 3.75%

Over 100

2 2.50%

Total

80

Figure 18: Historical
employment trend
Declining
Staying the same
Increasing
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Count
16
42
21
79
80
79
1
99%

73.75%
11.25%
2.50%
6.25%

Percent of Question
Respondents
20%
53%
27%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Figure 19: How did the
number of staff change, if
at all, in the last 3 years?:
Fulltime
Increased
Stayed the same
Decreased
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 19b: How did the
number of staff change, if
at all, in the last 3 years?:
Part-time
Increased
Stayed the same
Decreased
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 19c: How did the
number of staff change, if
at all, in the last 3 years?:
Casual
Increased
Stayed the same
Decreased
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 20: How do you
expect the number of
staff to change, if at all
over the next 3 years?:
Fulltime
Increased

Count
17
52
6
75
80
75
5
94%

Count
16
44
9
69
80
69
11
86%

Count
15
44
5
64
80
64
16
80%

Count

21

Percent of Question
Respondents
23%
69%
8%

Percent of Question
Respondents
23%
64%
13%

Percent of Question
Respondents
23%
69%
8%

Percent of Question
Respondents
27%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Stayed the same
Decreased
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 20b: How do you
expect the number of
staff to change, if at all
over the next 3 years?:
Part-time
Increased
Stayed the same
Decreased
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 20c: How do you
expect the number of
staff to change, if at all
over the next 3 years?:
Casual
Increased
Stayed the same
Decreased
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 21: Describe the
majority of essential
personnel at this location
Less than 25
26 - 34
35 - 49
50 or older
Total
Survey Participants:

53
3
77
80
77
3
96%

Count

69%
4%

Percent of Question
Respondents

14
52
6
72
80
72
8
90%

Count

19.44%
72.22%
8.33%

Percent of Question
Respondents

15
42
8 12.31%
65
80
65
15
81%

Count
5
17
22
28
72
80

23.08%
64.62%

Percent of Question
Respondents
7%
24%
31%
39%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Question Respondents:
No Response Count:
Response Rate:
Figure 22: Describe the
wage scale here
compared to all other
firms locally
Lower than
Same as
Greater than
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 22b: Average
hourly wage:
Skilled/Professional
Under $10
$10-$12.99
$13-$14.99
$15-$19.99
$20-$29.99
$30-49.99
$100 or more
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 22c: Average
hourly wage: Semi-skilled
Under $10
$10-$12.99
$13-$14.99
$15-$19.99
$20-$29.99
Total
Survey Participants:

72
8
90%

Count
9
28
24
61
80
61
19
76%

Count
1
3
5
16
16
8
1
50

Percent of Question
Respondents
15%
46%
39%

Percent of Question
Respondents
2.00%
6.00%
10.00%
32.00%
32.00%
16.00%
2.00%

80
50
30
62%
Count
1
9
6
12
11
39

Percent of Question
Respondents
2.56%
23.08%
15.38%
30.77%
28.21%

80

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Question Respondents:
No Response Count:
Response Rate:
Figure 22d: Average
hourly wage: Entry-level
Under $10
$10-$12.99
$13-$14.99
$15-$19.99
$20-$29.99
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 23: Is the number
of unfilled positions
Stable
Decreasing
Increasing
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 24: Where does
the company attract the
majority of its workers
from?
Nationally
Provincially
Locally
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

39
41
49%
Count
1
25
2
9
1
38

Percent of Question
Respondents
2.63%
65.79%
5.26%
23.68%
2.63%

80
38
42
48%
Count
61
5
8
74

Percent of Question
Respondents
82%
7%
11%

80
74
6
92%

Count
4
7
63
74

Percent of Question
Respondents
5%
9%
85%

80
74
6
92%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Figure 25: Recruitment
and retention challenges
Retention challenges
Recruitment challenges
Figure 25b: Is employee
retention a problem?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 25c: Is the
company experiencing
recruitment problems
with any employee
positions or skills?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 26: If applicable,
please describe any
challenges and / or efforts
you have undertaken to
retain employees.

Count
16
34
Count
16
60
76
80
76
4
95%

Count

34
45
79
80
79
1
99%

Count

Percent
21%
43%
Percent of Question
Respondents
21%
79%

Percent of Question
Respondents
43.04%
56.96%

Percent of Question
Respondents

Child Care

1

2.04%

Do exit interviews
Assist with employee
needs
Flex Time
Bonuses
Housing
Benefits
Find additional work for
slow times
Training

1

2.04%

2

4.08%

2
3
4
5

4.08%
6.12%
8.16%
10.20%

6

12.24%

6

12.24%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Competitive wages
Treating employees well

12
12

Total

54

Survey Participants:
Question Respondents:

80
49

No Response Count:

31

Response Rate:

61%

Figure 27: If applicable,
please describe any
recruitment activities or
strategies you have
undertaken to attract
employees.
Benefits
Flex time
Job Fairs
Raised Wages
Recruiting Firms
Summer Works Program
Training
Building positive
relationships
Networking
Reached out to Colleges
Contact with KES
Advertising
Internet
Social Media
Word of mouth
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 28: Is the company
experiencing recruitment
problems with any
employee positions or
skills?: If Yes, in which
category(s)?

Count

24.49%
24.49%

Percent of Question
Respondents

1
1
1
1
1
1
1

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

2

3%

2

3%

2

3%

6
10
10
12
13
64
80
64
16
80%

9%
16%
16%
19%
20%

Count

Percent of Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Manufacturing/Other

1

3%

Marketing

1

3%

1

3%

2
3
3
3
3
3
8
32
60
80
34
0

6%
9%
9%
9%
9%
9%
24%
94%

Plant Managers /
Operators
Healthcare Professionals
Food/Beverage Service
Machine Operators
Professional/Other
Professional/Technical
Sales/Retail
Agriculture/Farming
Other
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 28b: Is the
company experiencing
recruitment problems
with any employee
positions or skills?: Other
(specify job roles/titles)
Auto parts sales persons
Building materials
salesperson
Employment counsellor

34
79
100%

Count

Percent of Question
Respondents

1

2.94%

1

2.94%

1

2.94%

Equipment operators

1

2.94%

Experienced lab
technician

1

2.94%

Field Survey Technicians

1

2.94%

Field hand
Financial
Kitchen staff
Livestock farmhand
Lumber grading
Marketing

1
1
1
1
1
1

2.94%
2.94%
2.94%
2.94%
2.94%
2.94%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Nursing
Office Manager
Recreation

1
1
1

2.94%
2.94%
2.94%

Semi-Skilled/Entry Level

1

2.94%

Skilled Stylists
Sorters for packing house
Yarder
Agriculture workers
Chefs

1
1
1
2
2

2.94%
2.94%
2.94%
5.88%
5.88%

Semi-Skilled

2

5.88%

Skilled/Professional
Entry Level
Total

3
4
32

8.82%
11.76%

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

80
31
1

Figure 29: Do you
anticipate future
recruiting difficulties i.e.
3-5 year?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 29b: Do you
anticipate future
recruiting difficulties i.e.
3-5 year?: If Yes, in what
area(s)?
Advanced Manufacturing
Workers

32
34
97%

Count
35
41
76
80
76
4
95%

Count

1

Percent of Question
Respondents
46.05%
53.95%

Percent of Question
Respondents

3%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

83

Electrical/Electronics

1

3%

Machine Operators
Marketing
Professional/Technical
Construction/Contractors
Food/Beverage Service
Sales/Retail
Professional/Other
Agriculture/Farming

1
1
1
2
3
3
4
5

3%
3%
3%
6%
9%
9%
11%
14%

Other

33

94%

Total

55

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

80
35
0

Figure 29c: Do you
anticipate future
recruiting difficulties i.e.
3-5 year? : Other (specify
job roles/titles)
Agriculture workers
Asparagus pickers
Auto glass technician
Chokerman
Cider maker
Customer service
Entry-level farm
Equipment operator
Ground crop (vegetables)
work
Installers
Lumber graders
Marketing
Real Estate Salespersons
Repair & Maintenance
Skilled construction
workers

35
76
100%

Count

Percent of Question
Respondents

1
1
1
1
1
1
1
1

2.86%
2.86%
2.86%
2.86%
2.86%
2.86%
2.86%
2.86%

1

2.86%

1
1
1
1
1

2.86%
2.86%
2.86%
2.86%
2.86%

1

2.86%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

84

Skilled partsmen

1

2.86%

Sorters

1

2.86%

Travel Consultant

1

2.86%

Yarder
Entry Level
Unskilled
Semi-Skilled
Skilled/Professional
Skilled
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Other'
Respondents:
Parent Question
Respondents:
Response Rate:

1
2
2
3
3
9
38
80
31
2

2.86%
5.71%
5.71%
8.57%
8.57%
25.71%

Figure 30: Is there
anything we can do to
help overcome issues
with employee
recruitment?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 30b: Is there
anything we can do to
help overcome issues
with employee
recruitment?: If Yes,
please explain
Open more nursing care
aid programs
Recognize flooring
installers as a trade
Summer Works Program

33
35
94%

Count

25
42
67

Percent of Question
Respondents
37%
63%

80
67
13
84%

Count

Percent of Question
Respondents

1

4.00%

1

4.00%

1

4.00%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Teach vegetarian cooking

1

4.00%

1

4.00%

1

4.00%

Temporary Foreign
Worker
Work with local college
Develop a farm labour
pool
Subsidize wages
Training
Effective Advertising
Total

3

12.00%

4
4
6
23

16.00%
16.00%
24.00%

Survey Participants:

80

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

25
0

Response Rate:

100%

Figure 31: Skill Level of
Majority of Workforce
Skilled/Professional
Semi-skilled
Entry-level
Total

Figure 31b: Percent of
workforce:
Skilled/Professional
less than 25%
25 to 49%
50 to 74%
75 to 100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

25
67

Count
36
11
12
59

Count
13
15
22
27
77

Percent of Question
Respondents
47%
14%
16%

Percent of Question
Respondents
16.88%
19.48%
28.57%
35.06%

80
77
3
96%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Figure 31c: Percent of
workforce: Semi-skilled
less than 25%
25 to 49%
50 to 74%
75 to 100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 31d: Percent of
workforce: Entry-level
less than 25%
25 to 49%
50 to 74%
75 to 100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 32: Does the
company provide a
training budget in order
to upgrade employee's
skills?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 32b: Does the
company offer in-house
training?
Yes
No

Count
18
14
19
2
53

Percent of Question
Respondents
33.96%
26.42%
35.85%
3.77%

80
53
27
66%
Count
22
9
6
7
44

Percent of Question
Respondents
50.00%
20.45%
13.64%
15.91%

80
44
36
55%

Count

46
33
79

Percent of Question
Respondents
58%
42%

80
79
1
99%

Count
68
11

Percent of Question
Respondents
86.08%
13.92%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

87

Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 32c: Does the
company use Contracted
Training?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 33: Are you aware
of any anticipated trends,
technologies, significant
changes that will be
occurring in your industry
that will require new
skills?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 34: Are there any
areas of training or
professional development
that would be of benefit
to you or your
employees?
Yes
No
Total
Survey Participants:

79
80
79
1
99%

Count
35
43
78

Percent of Question
Respondents
44.87%
55.13%

80
78
2
98%

Count

45
34
79

Percent of Question
Respondents

57%
43%

80
79
1
99%

Count

52
28
80

Percent of Question
Respondents

65.00%
35.00%

80

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

88

Question Respondents:
No Response Count:
Response Rate:
Figure 35: Are there any
areas of training or
professional development
that would be of benefit
to you or your
employees?: If Yes, what
are they?

80
0
100%

Count

Percent of Question
Respondents

Advertising

1

2%

Auto glass training
Bartending
Child care
Conflict Resolution
FARSHA (Farm & Ranch
Safety & Health
Association)
First Aid
Forklift Training
Franchise Training
Green energy
Hair workshops
Home Protection Office
insurance training
Horticulture training
Irrigation management
Professional Driver
Training

1
1
1
1

2%
2%
2%
2%

1

2%

1
1
1
1
1

2%
2%
2%
2%
2%

1

2%

1
1

2%
2%

1

2%

Survey specific training

1

2%

Time management

1

2%

Tractor safety
WHMIS
Word Press

1
1
1

2%
2%
2%

Workforce Safety

1

2%

1

2%

2
2

4%
4%

Workshops relating to the
dairy industry
Customer service
Local Workshops

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

89

Worksafe Courses

3

6%

Business Management
Social media
Food Safe
Bookkeeping

5
5
6
7

10%
10%
12%
14%

Marketing

7

14%

Total

59

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

80
51
1

Figure 36: What modes of
education/training work
best for you?
Online/ Webinar training
Classroom
Individual coaching
Other
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 36: What modes of
education/training work
best for you?: Other
Name
Group training
Specialty training for
nurses
In-house / Hands on /
Workshop
Total

52
80
98%

Count
31
42
42
6
121

Percent of Question
Respondents
40%
54%
54%
8%

80
78
2
98%

Count

Percent of Question
Respondents

1

1.28%

1

1.28%

3

3.85%

5

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

90

Survey Participants:

80

Question Respondents:

5

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

1

Figure 37: When your
staff attend
training/certification,
where do they usually
access the training?
United States
Rest of Canada
Regional
British Columbia
Local
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

6
78
83%

Count

2
8
16
18
53
97

Count

Yes
No
Not applicable
Total

11
65
2
78

Figure 38: Please indicate
which issues you believe
are critical to your
employees?
Transportation

3%
11%
22%
25%
73%

80
73
7
91%

Union status

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

Percent of Question
Respondents

Percent of Question
Respondents
14.10%
83.33%
2.56%

80
78
2
98%

Count
27

Percent of Question
Respondents
37%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

91

Child care
Housing
Cost of living
Other
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 38b: Please
indicate which issues you
believe are critical to your
employees?: If Other,
please list any other
issues
Camp facility for transient
workers
Education
Growth opportunities
Housing

29
42
61
15
174

40%
58%
84%
21%

80
73
7
91%

Count

Percent of Question
Respondents

1

1.37%

1
1
1

1.37%
1.37%
1.37%

Internet

1

1.37%

Job awareness
Networking for spouses.
Seasonal work.
Social and recreational
opportunities

1
1
1

1.37%
1.37%
1.37%

1

1.37%

Spouse transfers

1

1.37%

Telecommunications
Seasonal work
Wages
Health Care
Total

1
2
2
4
19

1.37%
2.74%
2.74%
5.48%

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

80
14
1
15
73

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

92

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

93%

Count
2
1
3
72
78

Percent of Question
Respondents
2.56%
1.28%
3.85%
92.31%

80
78
2
98%

Count

9
1
1
1
12

Percent of Question
Respondents
75.00%
8.33%
8.33%
8.33%

80
12
68
15%

Count
5
2
1
2
10

Percent of Question
Respondents
50.00%
20.00%
10.00%
20.00%

80

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

93

Question Respondents:
No Response Count:
Response Rate:

10
70
12%

SALES

Count

Percent of
Question
Respondents

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

4
6
5
16
4
14
1

7%
11%
9%
29%
7%
25%
2%

2

4%

2
1
55

4%
2%

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

80
55
25
69%

Figure 39: Annual sales
at this facility (optional)

Figure 40: Is the market
for your product

Count

Stable
Decreasing
Increasing
Total

21
9
50
80

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

80
80
0
100%

Percent of
Question
Respondents
26%
11%
63%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

94

Figure 41: Is the market
share (compared to your
competitors) of your
company's products

Count

Stable
Decreasing
Increasing
Total

37
7
23
67

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

80
67
13
84%

Figure 42: What is the
projected sales growth
in the next year at this
business?

Count

Percent of
Question
Respondents
55%
10%
34%

Percent of
Question
Respondents

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

4
21
24
13
4
4
3
73

5%
29%
33%
18%
5%
5%
4%

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

80
73
7
91%

Figure 43: Historical
sales trend: At this
business (past five
years)

Count

Percent of
Question
Respondents

Declining
Staying the same
Increasing
Not applicable

8
18
49
1

11%
24%
64%
1%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

95

Total

76

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

80
76
4
95%

Figure 43b: Historical
sales trend: At the
parent company

Count

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

Figure 43c:: Historical
sales trend: Within the
industry

Percent of
Question
Respondents

1
1
5
9 56%
16

6%
6%
31%

80
16
64
20%

Count

Declining
Staying the same
Increasing
Not applicable
Total

14
14
42
2
72

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

80
72
8
90%

Figure 43d: Historical
export sales trend

Count

Percent of
Question
Respondents
19%
19%
58%
3%

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

96

Declining
Staying the same
Increasing
Not applicable
Total

4
5
5
57
71

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

80
71
9
89%

Figure 44: Percent of
total sales generated by
top 3 customers

Count

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

13
14
6
8
4
45

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

80
45
35
56%

Figure 45: Source of
Majority of Sales

Local
Provincial
National
United States
International
Total

Count

55
4
4
0
3
66

6%
7%
7%
80%

Percent of
Question
Respondents
29%
31%
13%
18%
9%

Percent of
Question
Respondents
74%
5%
5%
0%
4%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

97

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

Count

0%
1-9%
10-19%
50-59%
70-79%
100%
Total

16
4
4
1
2
1
28

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

80
28
52
35%

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

Count

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

7
13
5
3
2
1
1
32

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

80
32
48
40%

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

Percent of
Question
Respondents
57.14%
14.29%
14.29%
3.57%
7.14%
3.57%

Percent of
Question
Respondents
21.88%
40.62%
15.62%
9.38%
6.25%
3.12%
3.12%

Count

Percent of
Question
Respondents

4
11

10.26%
28.21%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

98

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

10
5
2
2
1
1
1
1
1
39

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

80
39
41
49%

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

Count

Total

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

3
9
16
6
4
2
1
2
1
1
45

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

80
45
35
56%

Figure 45f: Please
identify the source of
your sales by
percentage: Local /
Regional
0%

25.64%
12.82%
5.13%
5.13%
2.56%
2.56%
2.56%
2.56%
2.56%

Percent of
Question
Respondents
6.67%
20.00%
35.56%
13.33%
8.89%
4.44%
2.22%
4.44%
2.22%
2.22%

Count

Percent of
Question
Respondents

3

4.05%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

99

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

3
3
1
3
1
5
4
6
8
9
28
74

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

80
74
6
92%

Figure 46: International
trade status

Count

Export
Import
None
Not applicable
Total

14
28
28
16
86

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

80
79
1
99%

4.05%
4.05%
1.35%
4.05%
1.35%
6.76%
5.41%
8.11%
10.81%
12.16%
37.84%

Percent of
Question
Respondents
18%
35%
35%
20%

Figure 47: Do you
engage in government
procurement?

Count

Percent of
Question
Respondents

Yes

14

18%

No
Total

65
79

82%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

100

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

Figure 48: Source of
Majority of Supplies

80
79
1
99%

Percent of
Question
Respondents

Count

Local
Provincial
National
United States
International
Total

29
14
10
3
1
57

Figure 48b: Please
identify the source of
your supplies by
percentage: Local /
Regional

Count

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

1
5
9
7
3
7
1
1
5
8
14
61

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

80
61
19
76%

48%
23%
16%
5%
2%

Percent of
Question
Respondents
1.64%
8.20%
14.75%
11.48%
4.92%
11.48%
1.64%
1.64%
8.20%
13.11%
22.95%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

101

Figure 48c: Please
identify the source of
your supplies by
percentage: Provincial

Count

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

2
3
8
10
6
1
8
2
1
2
1
6
50

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

80
50
30
62%

Figure 48d: Please
identify the source of
your supplies by
percentage: National
0%
1-9%
10-19%
20-29%
30-39%
40-49%
50-59%
60-69%
70-79%
80-89%
90-99%
100%
Total

Count

5
6
10
11
7
1
1
1
5
1
1
2
51

Percent of
Question
Respondents
4.00%
6.00%
16.00%
20.00%
12.00%
2.00%
16.00%
4.00%
2.00%
4.00%
2.00%
12.00%

Percent of
Question
Respondents
9.80%
11.76%
19.61%
21.57%
13.73%
1.96%
1.96%
1.96%
9.80%
1.96%
1.96%
3.92%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

102

Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 48e: Please
identify the source of
your supplies by
percentage: United
States

80
51
29
64%

Count

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

3
7
14
5
1
5
1
2
1
39

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

80
39
41
49%

Figure 48f: Please
identify the source of
your supplies by
percentage:
International

Count

0%
1-9%
10-19%
30-39%
50-59%
80-89%
Total

19
1
3
1
2
1
27

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

80
27
53
34%

Percent of
Question
Respondents
7.69%
17.95%
35.90%
12.82%
2.56%
12.82%
2.56%
5.13%
2.56%

Percent of
Question
Respondents
70.37%
3.70%
11.11%
3.70%
7.41%
3.70%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

103

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

Count

Yes
No
Total

51
28
79

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

80
79
1
99%

What products or
services, if any, are you
purchasing from outside
the area for which you
would like to have a
local supplier?
Bags
Bees
Bookstore
Bottles
Cleaning Products
Clothing racks
Construction supplies
Food
Local produce
Lumber
Mining Equipment
Plastics
Refrigeration Truck
Service
Technology Support
Tractor parts
Training Services
Art supplies
Construction materials
Printing services
Packaging Supplies and
Services
Produce

Percent of
Question
Respondents
65%
35%

Count

Percent of
Question
Respondents

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

2.50%
2.50%
2.50%
2.50%
2.50%
2.50%
2.50%
2.50%
2.50%
2.50%
2.50%
2.50%

1

2.50%

1
1
1
2
2
2

2.50%
2.50%
2.50%
5.00%
5.00%
5.00%

3

7.50%

5

12.50%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

104

Farming Supplies
Total

7
37

Survey Participants:

80

Question Respondents:

40

No Response Count:
Response Rate:

40
50%

Figure 49: If majority of
products/services are
being purchased from
outside of the area, why
are they NOT being
purchased from within
the area?
Loyalty to current
supplier
Unaware of local
venders
No control
head office decision
Quality of available
products
Higher costs locally
No applicable to this
business
Product not available
here
Other
Total

17.50%

Count

Percent of
Question
Respondents

3

4%

3

4%

7
7

10%
10%

8

12%

12

17%

12

17%

48

70%

5
105

7%

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

80
69
11
86%

Figure 49b: If majority
of products/services are
being purchased from
outside of the area, why
are they NOT being
purchased from within
the area?: If Other,
specify

Count

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

105

Franchise restrictions

1

1.45%

Local vendors already have
avenues for their product

1

1.45%

Selection (variety)

1

1.45%

Unique products

1

1.45%

Total

4

Survey Participants:

80

Question Respondents:

4

No Response Count:

1

Parent Question 'Other'
Respondents:

5

Parent Question
Respondents:

69

Response Rate:

80%

Figure 50: What types of
financing has your
company used in the
past to meet your
financial capital needs?

Count

Percent of
Question
Respondents

16

21.05%

53

69.74%

Internal
Total

64
133

84.21%

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

78
76
2
97%

Capital Financiers
(money is given in
exchange for shares of
ownership)
Lending (Pay back with
predetermined interest
rate)

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

106

Figure 50b: If Internal,
please specify

Count

Personal Savings
Retained Earnings
Total

43
43
86

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

78
61
3

Parent Question
Respondents:
Response Rate:

Figure 51: If Lending,
please specify

70.49%
70.49%

64
76
95%

Count

Vendor credit
Private loan
Credit cards
Bank loan
Line of credit
Other
Total

9
11
29
32
32
5
118

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

78
53
0

Parent Question
Respondents:
Response Rate:

Percent of
Question
Respondents

Percent of
Question
Respondents
16.98%
20.75%
54.72%
60.38%
60.38%
9.43%

53
76
100%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

107

Figure 51b: What types
of financing has your
company used in the
past to meet your
financial capital needs?:
If Other, please explain
Financial institutions
other than banks.
Home Hardware
Corporate
Mortgage
Grants
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Other'
Respondents:
Parent Question
Respondents:
Response Rate:

Figure 52: If Capital
Financiers, please
specify
Friends
Other businesses
Small individual
investors
Family
Other
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Capital
Financiers' Respondents:
Parent Question
Respondents:
Response Rate:

Count

Percent of
Question
Respondents

1

1.89%

1

1.89%

1
2
5

1.89%
3.77%

78
5
0
5
53
100%

Count

Percent of
Question
Respondents

1
1

6.25%
6.25%

1

6.25%

7
9
19

43.75%
56.25%

78
16
0
16
76
100%

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Figure 52b: What types
of financing has your
company used in the
past to meet your
financial capital needs?:
If Other, please explain
Community Future Self
Employment Program
Grants
Home Hardware
Corporate
Municipal Finance
Authority
One investor
Parent company
Shareholders' group
Some donations to
purchase equipment.
Tax payers' money
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Other'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 53: Have you
experienced any barriers
to accessing financial
capital in the past, or
that you foresee in the
future, that you wish to
identify?
Local lenders and capital
financiers not available
Local sources are
exhausted
Insufficient earnings or
collateral to interest
external sources
(lending or capital
financing)

Count

Percent of
Question
Respondents

1

6.25%

1

6.25%

1

6.25%

1

6.25%

1
1
1

6.25%
6.25%
6.25%

1

6.25%

1
9

6.25%

78
8
1
9
16
89%

Count

Percent of
Question
Respondents

4

16.00%

4

16.00%

11

44.00%

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Other
Total

9
28

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

78
25
53
32%

Figure 53b: If Other,
please explain

Count

Percent of
Question
Respondents

Don't know big picture
for parent company.

1

4.00%

East Shore is viewed as a
higher risk area due to
economic stagnation,
poor internet and local
core businesses.

1

4.00%

In the past process for
obtaining financing
much simpler and less
expensive than it is now.

1

4.00%

Lack of interest in
loaning money.

1

4.00%

Local lending institution
wanted a larger down
payment

1

4.00%

1

4.00%

1
7

4.00%

Not understanding nonprofit sector
Too Risky
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Other'
Respondents:
Parent Question
Respondents:
Response Rate:

36.00%

78
7
2
9
25
78%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Figure 54: Do you expect
to be in need of financial
capital in the next 1 to 3
years?

Count

Percent of
Question
Respondents

Yes
No
Total

32
41
73

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

78
73
5
94%

Figure 54b: If Yes, please
indicate its purpose

Count

Percent of
Question
Respondents

Expanding/Improving
Human Resources

2

6.25%

Maintaining operational
expenses

4

12.50%

Expanding/Improving
Land/building

21

65.62%

Expanding/Improving
Equipment (technology;
machinery; vehicles)

25

78.12%

Other
Total

1
53

3.12%

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

78
32
0

Parent Question
Respondents:
Response Rate:

43.84%
56.16%

32
73
100%

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Figure 54c: If Other,
please explain

Expanding/improving
product line
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Other'
Respondents:
Parent Question
Respondents:
Response Rate:

Figure 55: Have you
determined how you
will access this financial
capital?

Count

Percent of
Question
Respondents

1

3.12%

1
78
1
0
1
32
100%

Count

Yes
Not at this time
Total

17
16
33

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

78
33
45
42%

Figure 55b: If Yes, please
check all that apply
Capital Financiers
(money is given in
exchange for shares of
ownership)
Lending (Pay back with
predetermined interest
rate)

Percent of
Question
Respondents
51.52%
48.48%

Count

Percent of
Question
Respondents

2

11.76%

8

47.06%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Internal
Total

13
23

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

78
17
0

Parent Question
Respondents:
Response Rate:

Figure 55c: If Internal,
please specify

17
33
100%

Count

Personal Savings
Retained Earnings
Total

7
10
17

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

78
13
0

Figure 55d: If Lending,
please specify

76.47%

Percent of
Question
Respondents
53.85%
76.92%

13
17
100%

Count

Credit cards
Private loan
Line of credit
Bank loan
Other
Total

1
1
3
5
2
12

Survey Participants:
Question Respondents:

78
8

Percent of
Question
Respondents
12.50%
12.50%
37.50%
62.50%
25.00%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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No Response Count:
Parent Question
'Lending' Respondents:
Parent Question
Respondents:
Response Rate:
Figure 55e: What types
of financing has your
company used in the
past to meet your
financial capital needs?:
If Other, please explain
BC Housing, CBT Impact
Fund
Financial institution
Total

0
8
17
100%

Count

Percent of
Question
Respondents

1

50.00%

1
2

50.00%

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

78
2
76
3%

Figure 55f: If Capital
Financiers, please
specify

Count

Percent of
Question
Respondents

Family, Small individual
investors, Other
businesses, Other

1

50.00%

Other
Total

1
2

50.00%

Survey Participants:
Question Respondents:
No Response Count:
Parent Question ' Capital
Financiers' Respondents:

78
2
0

Parent Question
Respondents:
Response Rate:

2
17
100%

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Figure 55g: What types
of financing has your
company used in the
past to meet your
financial capital needs?:
If Other, please explain
Foundations (E.
Kootenay and Creston
Foundation), Donations

Count

Percent of
Question
Respondents

1

50.00%

One financier
Total

1
2

50.00%

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

78
2
0

Figure 56: If you were to
access financial capital,
how much capital would
you require?

2
2
100%

Count

$50K to $100K
$25K to $50K
$25K or less
$100K or more
Total

6
7
17
23
53

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

78
53
25
68%

Figure 57: If a
mechanism existed to
enable your community
to invest directly into
local businesses, would
you consider accessing
financial capital from it?

Count

Percent of
Question
Respondents
11.32%
13.21%
32.08%
43.40%

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Yes, I would offer equity
in my business
I am not sure
No, I would not use this
mechanism
Yes, I would access a
loan
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 58: What return
on investment could you
offer?: Social (how do
you help people)

4

5.19%

10

12.99%

30

38.96%

33

42.86%

77
78
77
1
99%

Count

Percent of
Question
Respondents

1
1
1
1
1
1

3.70%
3.70%
3.70%
3.70%
3.70%
3.70%

A place to live
Advertising
Assist with child learning
Boost morale
Donate to food bank
Employ disabled
Enhance learning
facilities
Grow food
Mentor organic growers
Organic produce
Raise family
Share resources.
Start a business
Training
Employment
Total

1

3.70%

1
1
1
1
1
1
4
15
32

3.70%
3.70%
3.70%
3.70%
3.70%
3.70%
14.81%
55.56%

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

78
27
51
35%

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Figure 59: What return
on investment could you
offer?: Financial (%
return)

Count

15%
2%
3%
6%
8%
4%
5%
Total

1
1
1
1
1
2
8
15

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

78
17
61
22%

Figure 60: What return
on investment could you
offer?: Environmental
(how you help the
environment)

Count

- environmentally
friendly operating
practices golf course.\nenvironmental
stewardship.\n- note re
"Financial (% return)"
section above: would
offer% but exact% not
indicated.
Gray water recovery
Grow local produce
Improve soil health
Reduce herbicide usage
Reduce pesticide usage
Reduced energy usage
Repurpose product line
Sustainable food
production
Waste reduction
Green energy

1

Percent of
Question
Respondents
5.88%
5.88%
5.88%
5.88%
5.88%
11.76%
47.06%

Percent of
Question
Respondents

3.85%

1
1
1
1
1
1
1

3.85%
3.85%
3.85%
3.85%
3.85%
3.85%
3.85%

1

3.85%

1
2

3.85%
7.69%

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Maintain land
Recycling
Water conservation
Increase agriculture
Energy efficiency
Follow environmental
practices
Total

2
2
2
3
6

7.69%
7.69%
7.69%
11.54%
23.08%

7

26.92%

34

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

78
26
52
33%

FACILITIES AND EQUIPMENT
Figure 61: What is
the square footage of
your current facility?:
Square feet

Count

less than 1,000 sq ft
1,000-4,999 sq ft
5,000-9,999 sq ft
10,000-19,999 sq ft
20,000 sq ft or more
Total

13
33
7
9
11
73

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

80

Figure 62:Condition of
facility

Excellent
Good
Fair
Total

Percent of
Question
Respondents
18%
45%
10%
12%
15%

73
7
91%

Count

24
43
13
80

Percent of
Question
Respondents
30%
54%
16%

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

Figure 63: Condition
of equipment

80
80
0
100%

Count

Excellent
Good
Fair
Poor
Total

26
41
12
1
80

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

80

Figure 64: Status of
facility

0
100%

Count

17
62
79

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

80

<1 Year

33%
51%
15%
1%

80

Leased
Owned
Total

Figure 65: Status of
facility: If Leased,
what is the length of
term remaining

Percent of
Question
Respondents

Percent of
Question
Respondents
22%
78%

79
1
99%

Count

Percent of
Question
Respondents

1

13%

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119

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

3
1
3
8

Survey Participants:
Question
Respondents:

80

No Response Count:

9

Parent Question
'Leased' Respondents:
Parent Question
Respondents:

Figure 65b: Are you
planning on renewing
current lease?

8

17
79

Count

Yes
No
Total

16
1
17

Survey Participants:
Question
Respondents:

80

No Response Count:

0

Parent Question
'Leased' Respondents:
Parent Question
Respondents:

Percent of
Question
Respondents
94.12%
5.88%

17

17
79

Response Rate:

100%

Figure 66: Do you
have a preference of
lease vs own?

Count

Lease
Own
Total

38%
13%
38%

12
65
77

Percent of
Question
Respondents
16%
84%

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120

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

Figure 67: Historical
investment trends:
Over past 18 months
in the facility

80
77
3
96%

Count

Declining
Staying the same
Increasing
Total

6
35
33
74

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

80

Figure 68: Is there
room for expansion at
this site?

6
92%

Count

55
21
4
80

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

80

Yes
No

8%
47%
45%

74

Yes
No
Maybe
Total

Figure 69: Does the
company plan to
expand in the next
three years?

Percent of
Question
Respondents

Percent of
Question
Respondents
69%
26%
5%

80
0
100%

Count

Percent of
Question
Respondents

34
46

43%
58%

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121

Total

80

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

80

Figure 69b: Are there
any local expansion
plans in the next 12 18 months?

80
0
100%

Count

Yes
No
Total

33
47
80

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

80

Figure 70: Does the
company plan to
expand in the next
three years?: Is your
current site adequate
for the proposed
expansion?
Yes
No
Total

41.25%
58.75%

80
0
100%

Count

24
9
33

Survey Participants:
Question
Respondents:

80

No Response Count:

1

Parent Question 'Yes'
Respondents:
Parent Question
Respondents:

Percent of
Question
Respondents

Percent of
Question
Respondents

73%
27%

33

34
80

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Figure 71: Does the
company plan to
expand in the next
three years?: Will it
be in this
community?
Yes
No
Total

Count

31
2
33

Survey Participants:
Question
Respondents:

80

No Response Count:

1

Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Figure 72: Does the
company plan to
expand in the next
three years?:
Estimated total
investment
Less than $25,000
$25,000-$99,999
$100,000-$499,999
$500,000-$999,999
$1-$4.9 million
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:

Percent of
Question
Respondents
94%
6%

33

34
80

Count

3
8
7
5
3
26

Percent of
Question
Respondents
12%
31%
27%
19%
12%

80
26
8
34
80
76%

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Figure 73: Does the
company plan to
expand in the next
three years?:
Approximate
percentage
equipment/technology
Under 50%
50 to 99%
100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 74: Does the
company plan to
expand in the next
three years?:
Approximate
percentage real
estate
0%
Under 50%
50 to 99%
100%
Total

Percent of
Count
Question
Respondents

14
8
6
28
80
28
6
34
80
82%

Count

3
3
19
1
26

Survey Participants:
Question
Respondents:

80

No Response Count:

8

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

50%
29%
21%

Percent of
Question
Respondents

12%
12%
73%
4%

26

34
80
76%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Figure 75: Does the
company plan to
expand in the next
three years?:
Estimated facility size
increase (square feet)
Less than 1,000 sq ft
1,000 to 4,999 sq ft
5,000-9,999 sq ft
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:

Figure 76: Have there
been any recent
facility upgrades?

Count

5
13
2
20

20
14
34
80
59%

Count

56
24
80

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

80

3
6
12

25%
65%
10%

80

Yes
No
Total

Figure 76b: Have
there been any recent
facility upgrades? If
Yes, when?: Month
scale

Percent of
Question
Respondents

Percent of
Question
Respondents
70%
30%

80
0
100%

Count

Percent of
Question
Respondents

11
11
11

20.37%
20.37%
20.37%

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125

18
24
36
Total

7
6
8
54

Survey Participants:
Question
Respondents:

80

No Response Count:

2

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

Figure 77: Planning
any upgrades to the
facility?

54

56
80
96%

Count

Yes
No
Total

46
32
78

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

80

Figure 77b: Planning
any upgrades to the
facility? If Yes,
when?: Month scale
3
6
12
18
24
36
Total

12.96%
11.11%
14.81%

Percent of
Question
Respondents
59%
41%

78
2
98%

Count

Percent of
Question
Respondents

8
17.78%
11
24.44%
14
31.11%
4
8.89%
7
15.56%
1 2.22%
45

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126

Survey Participants:
Question
Respondents:

80

No Response Count:

1

Parent Question 'Yes'
Respondents:
Response Rate:

Figure 78: If No, are
there any barriers to
upgrading you wish to
identify?

45

46
98%

Count

Percent of
Question
Respondents

1

13%

1

13%

Space

3

38%

Financing
Total

4
9

50%

Survey Participants:

80

Question
Respondents:

8

No Response Count:

24

Low return on
investment
Marketing

Parent Question 'No'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 79: What, if
any, are the major
constraints on your
expansion? (Please
check all that are
applicable)
Broadband access
Energy reliability
Warehousing
Lack of suitable
premises
Transport/freight

32
78
25%

Count

Percent of
Question
Respondents

3
3
3

9%
9%
9%

5

15%

5

15%

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127

Energy costs
Local regulations e.g.
zoning
Other (please
specify):
Lack of skilled staff
Identifying and
accessing new
markets
Finance

7

21%

9

27%

9

27%

10

30%

12

36%

26

79%

Total

92

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

80

Response Rate:
Figure 79b: What, if
any, are the major
constraints on your
expansion? (Please
check all that are
applicable): Other
(please specify)
Competition

33
1
34
80
97%

Count

Percent of
Question
Respondents

1

11.11%

1

11.11%

1

11.11%

1

11.11%

Weather

1

11.11%

Skilled Workforce
Time Constraints
Total

2
2
9

22.22%
22.22%

Survey Participants:
Question
Respondents:

80

Funding
Government
restrictions
Refrigeration

9

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128

No Response Count:
Parent Question
'Other (please
specify):'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 80: Have you
approached anybody in
local/provincial/federal
government or
business development
organizations to
discuss your expansion
plans?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 80b: If Yes,
which have you
approached?

BC Hydro

0
9

33
100%

Count

11
23
34

Percent of
Question
Respondents

32.35%
67.65%

80
34
46
42%

Count

Percent of
Question
Respondents

1

10%

1

10%

2

20%

2
2

20%
20%

7

70%

Local Economic
Development Office
Chamber of
Commerce
Community Futures
Local Council
Other (please
specify):
Total

15

Survey Participants:

80

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129

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

Figure 80c: If Yes,
which have you
approached?: Other
(please specify)

10
1
11
34
91%

Count

Percent of
Question
Respondents

BBA

1

10.00%

BC Housing
BC Non-profit
Housing
Banker
CBT and other
Foundations
Federal Government
Federal/Provincial
Replant Program

1

10.00%

1

10.00%

1

10.00%

1

10.00%

1

10.00%

1

10.00%

1

10.00%

1

10.00%

2
2

20.00%
20.00%

Regional Directors
(MP & MLA)
Regional District
(Area B)
CBT
Regional District
Total

13

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

80
7
0
7
10
100%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Figure 81: Have you
factored
improvements in
energy efficiency in
your expansion
plans?
Yes
No
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:

Figure 82: Are you
aware of BC Hydro
Power Smart
resources that are
available to you?

Count

35
20
55

Percent of
Question
Respondents
64%
36%

80
55
25
69%

Count

Yes
No
Total

57
23
80

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

80

Percent of
Question
Respondents
71%
29%

80
0
100%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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GOVERNMENT SERVICES

Figure 83: Government Services

Not
Applicable

% Not
Applicable

Poor

%
Poor

Fair

%
Fair

Good

%
Good

Excellent

%
Excellent

Respondents

Access to Port Facilities

70

89%

6

8%

2

3%

1

1%

0

0%

79

Access to US Border

2

3%

0

0%

1

1%

30

38%

47

59%

80

Access to airport facilities

12

15%

19

24%

23

29%

21

27%

4

5%

79

Access to highway/ roads

0

0%

1

1%

7

9%

50

63%

22

28%

80

Access to markets

1

1%

8

10%

23

29%

35

44%

13

16%

80

Access to suppliers

1

1%

15

19%

26

33%

29

36%

9

11%

80

Availability of appropriately
zoned land

27

36%

10

13%

11

15%

23

31%

4

5%

75

Availability of buildings for lease
or purchase

46

59%

10

13%

6

8%

14

18%

2

3%

78

Availability of rail transport

68

88%

8

10%

1

1%

0

0%

0

0%

77

Availability of road transport
services

0

0%

15

19%

20

25%

34

43%

11

14%

80

Availability of warehousing

57

74%

5

6%

2

3%

12

16%

1

1%

77

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Development approval process

23

29%

4

5%

10

13%

33

42%

8

10%

78

Disposal of waste material

12

15%

7

9%

12

15%

40

50%

9

11%

80

Inspections /licensing

6

8%

6

8%

9

11%

49

62%

9

11%

79

Recycling

0

0%

6

8%

13

16%

40

50%

21

26%

80

Telecommunications (internet,
cell)

0

0%

6

8%

15

19%

44

55%

15

19%

80

Water and sewerage supply

3

4%

5

6%

14

18%

50

63%

7

9%

79

Survey Participants:

80

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Figure 83b: Please rate the
following: Other (please
specify)

Please rate the
following: Other (please
specify)

Count

Percent of Question
Respondents

BC Ambulance Service

Excellent

1

5.00%

Banking options

Good

1

5.00%

CFIA

Poor

1

5.00%

Conferences & professional
development opportunities

Poor

1

5.00%

Farm Extension Office

Poor

1

5.00%

Ferry service - Kootenay Lake

Good

1

5.00%

Gov't Agriculture Extension
Office

Poor

1

5.00%

KES

Excellent

1

5.00%

Liquor inspections & licensing

Poor

1

5.00%

Local Post Office

Fair

1

5.00%

Medical

Fair

2

10.00%

Port-facilities on BC's west coast

Poor

1

5.00%

Postal Service

Excellent

1

5.00%

Provincial and Federal Co-Op
Development Services

Poor

1

5.00%

Recycling of farm plastics

Poor

1

5.00%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

134

Regional director for the area

Excellent

1

5.00%

Traffic routes

Poor

1

5.00%

YRB

Poor

2

10.00%

20

100.00%

Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
84: Do you have any suggestions
on how to improve any of the
services and infrastructure listed
above?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 84b: Do you have any
suggestions on how to improve
any of the services and
infrastructure listed above?: If Yes,
how?
Create a cooperative trucking
company
Develop an industrial park
Establish a farm recycling facility

80
20
60
25%
Percent of
Question
Respondents

Count
44
34
78

56.41%
43.59%

80
78
2
98%

Percent of
Question
Respondents

Count

1

2.27%

1
1

2.27%
2.27%

1

2.27%

1

2.27%

1

2.27%

Increase Population

1

2.27%

Increased telecommunications
competition

1

2.27%

Fire station
Improve food processing
infrastructure
Increase Border Crossing Services

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Remove toll on truckers
Shipping services Central delivery
location
Airport service
Establish a composting facility
Improve Rail Services
Move non-farmable land out of
the ALR

1

2.27%

1

2.27%

2
2
2

4.55%
4.55%
4.55%

2

4.55%

Build a Farm Extension Office

3

6.82%

Increase CFIA services
Increase Water Services

3
3

6.82%
6.82%

More Recycling Services

3

6.82%

Shipping services

3

6.82%

4

9.09%

5

11.36%

Expand high speed internet
services
Improve Highway services /
infrastructure
Total

42

Survey Participants:

80

Question Respondents:

44

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

0
44
78
100%

Figure 85: Which airport services
do you use?
Bonners Ferry
Edmonton
Kelowna
Vancouver
Creston
Trail
Calgary
Castlegar

Count
1
1
1
4
5
5
10
11

Percent of
Question
Respondents
1%
1%
1%
6%
7%
7%
15%
16%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

136

Spokane
Cranbrook
Total

19
55
112

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

80
67
13
84%

Figure 86: Which airport services
do you use?: What services would
you like to see at the local airport?
(where appropriate)
Air shuttle to Vancouver
Airport service to Cranbrook
Coffee Shop
Improve traffic control
Medivac
Pacific Coastal Air flights
Cranbrook
Improvements to navigational aids
More Airlines
Freight shipping
Local flights to Calgary and
Vancouver
Calgary
Scheduled flights
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

28%
82%

Percent of
Question
Respondents

Count
1
1
1
1
1
1
2
2
2
3

2.94%
2.94%
2.94%
2.94%
2.94%
2.94%
5.88%
5.88%
5.88%
8.82%

3

8.82%

4 11.76%
17 50.00%
39
80
34
46
42%

BUSINESS CLIMATE

Figure 87: Please rate
the local business
climate
Excellent
Good
Fair

Percent of
Question
Respondents

Count
1
29
43

1%
37%
55%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

137

Poor
Total

5
78

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

80
78
2
98%

6%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

138

Figure 88: Business
climate ratings
Chamber of Commerce
Colleges/Universities
Community Futures
Cultural/Recreational
Amenities

No
Opinion
6
8
23

% No
Opinion
8%
10%
29%

2

Economic Development
Housing
K-12 education
Local Government
Local Tax Structure
Technical Training
Tourism services
Workforce Availability
Workforce Quality
Workforce Stability
Survey Participants:

Poor

% Poor

7
11
1

9%
14%
1%

3%

5

7

9%

10
13
4
7
17
9
1
1
5

13%
16%
5%
9%
22%
11%
1%
1%
6%

Fair

% Fair

Good

% Good

Excellent

% Excellent

Respondents

12
23
8

15%
29%
10%

50
36
42

63%
45%
53%

5
2
5

6%
3%
6%

80
80
79

6%

12

15%

44

55%

17

21%

80

15

19%

30

38%

27

34%

1

1%

80

9
5
6
12
27
3
12
6
7

11%
6%
8%
15%
34%
4%
15%
8%
9%

22
13
21
23
18
19
35
25
35

28%
16%
26%
29%
23%
24%
44%
31%
44%

38
42
48
35
17
44
31
43
29

48%
53%
60%
44%
22%
55%
39%
54%
37%

0
7
1
3
0
5
1
5
3

0%
9%
1%
4%
0%
6%
1%
6%
4%

79
80
80
80
79
80
80
80
79

80

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

139

Figure 89: Please
compare the local
business climate today
versus 5 years ago

Percent of
Question
Respondents

Count

Better today
No change
Worse today
No opinion
Total

39
18
11
9
77

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

80
77
3
96%

Figure 89b: Please
compare the local
business climate today
versus 5 years ago: If
worse today, why?
Exchange rate
Government cutbacks
Increasing Competition
Increasing cost of
water
Loss of large farm feed
store
Out of town shopping

51%
23%
14%
12%

Percent of
Question
Respondents

Count

1
1
1

9.09%
9.09%
9.09%

1

9.09%

1

9.09%

1

9.09%

Reduction in tourism

1

9.09%

Declining economy
Total

4
11

36.36%

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

80
11
0
11
77
100%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

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Figure 90: Do you have
any forecast for the
condition of the local
business climate 5
years from today?
Will be better
No change
Will be worse
No opinion
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 91: What are
the community's
strengths as a place to
do business?

Percent of
Question
Respondents

Count

47
19
4
8
78

60%
24%
5%
10%

80
78
2
98%
Percent of
Question
Respondents

Count

Diverse economy
Good restaurants
Great pride
Low crime
Networking

1
1
1
1
1

1%
1%
1%
1%
1%

Diversity of products

2

3%

Loyal Customers
Recreational
opportunities
Lifestyle
Tourism
Agriculture

2

3%

2

3%

3
3
4

4%
4%
5%

Proximity to US

5

7%

Workforce
Climate
Location

5
8
11

7%
11%
14%

Supportive community

35

46%

Total

85

Survey Participants:
Question Respondents:

80
76

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

141

No Response Count:
Response Rate:

4
95%

Figure 92: What are the
community's weaknesses as a
place to do business?

Count

Percent of
Question
Respondents

Affordable housing
Agriculture market saturation
Customer service

1
1
1

1%
1%
1%

Decline in tourism

1

1%

High commercial rent

1

1%

Lack of growth

1

1%

Lack of water
Laid back attitude
Low average income
Poor internet service

1
1
1
1

1%
1%
1%
1%

Skilled labour

1

1%

Small market
Tax structure
Too dependent on tourism
Training

1
1
1
1

1%
1%
1%
1%

Vacant commercial buildings

1

1%

2

3%

2

3%

Poor customer service

2

3%

Aging population
Transportation costs
Underground economy
Lack of suppliers
Resistance to change
Low population

3
3
3
4
4
13

4%
4%
4%
5%
5%
17%

Isolated location

15

19%

Proximity to US
Total

15
82

19%

Inaccessible government
services
Lack of amenities

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142

Survey Participants:

80

Question Respondents:

78

No Response Count:
Response Rate:

2
98%

Figure 93: Are there
any barriers to growth
in this community?

Percent of
Question
Respondents

Count

Yes
No
Total

65
15
80

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

80
80
0
100%

Figure 93b: Are there
any barriers to growth
in this community? : If
Yes, what are they?

81.25%
18.75%

Percent of
Question
Respondents

Count

Affordable housing
Internet access

1
1

2%
2%

Lack of jobs

1

2%

Lack water

1

2%

Limited services

1

2%

Low income levels

1

2%

Tax structure

1

2%

Transportation

1

2%

Economy
Lack of planning
Small market

2
2
2

3%
3%
3%

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143

ALR Restrictions
Access to markets
Aging population
Skilled labour
Economic seasonality
Land availability

3
3
3
3
4
4

5%
5%
5%
5%
6%
6%

Resistance to change

6

9%

Isolated location

11

17%

Low population

13

20%

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

64
80
65
0
65
80
100%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

144

Not
Applicable

% Not
Applicable

Unable
to
assist

Basin Business Advisors
Chamber of Commerce
College Industry Liaison
Officer
Community Futures
Continuing Education and
Workforce Training
Economic Development
Organization /
Commission
Innovation Councils
(Kootenay Association for
Science and Technology,
Kootenay Rockies
Innovation Council)
Invest Kootenay
Kootenay Aboriginal
Business Advocates
Society
Scientific Research and
Experimental
Development Tax
Incentive Program

48
14

71%
18%

1
2

%
Unable
to
assist
1%
3%

64

91%

0

29

40%

18

Survey Participants:

80

Figure 94: Level of
service from business
support providers

Poor

%
Poor

Fair

%
Fair

Good

%
Good

Excellent

%
Excellent

Respon
-dents

1
4

1%
5%

4
13

6%
17%

8
35

12%
46%

6
8

9%
11%

68
76

0%

1

1%

1

1%

3

4%

1

1%

70

3

4%

1

1%

6

8%

24

33%

10

14%

73

24%

1

1%

1

1%

9

12%

41

55%

5

7%

75

50

72%

0

0%

2

3%

4

6%

10

14%

3

4%

69

60

87%

0

0%

2

3%

3

4%

4

6%

0

0%

69

55

89%

1

2%

1

2%

2

3%

3

5%

0

0%

62

63

91%

0

0%

0

0%

2

3%

4

6%

0

0%

69

65

97%

0

0%

0

0%

1

1%

1

1%

0

0%

67

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

145

Figure 95: Are there
suppliers you think
could locate in this
region?

Percent of
Question
Respondents

Count

Yes
No
Total

23
56
79

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

80
79
1
99%

Figure 95b: Are there
suppliers you think
could locate in this
region?: If Yes, please
list
Distribution center
Greenhouse
Local food hub
Manufacturers

29.11%
70.89%

Percent of
Question
Respondents

Count

1
1
1
1

6%
6%
6%
6%

Technology companies

1

6%

Packaging materials
Agricultural suppliers
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:

2
8
15
80
16
7

13%
50%

Figure 96:Tell us which
business, sector, or
industry to attract that
would strategically
benefit you or your
industry
Art gallery

23
79
70%

Percent of
Question
Respondents

Count

1

2%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

146

Automotive

1

2%

Beef and dairy industry

1

2%

Childcare services

1

2%

Community kitchen

1

2%

Large greenhouse

1

2%

Micro brewery

1

2%

Organic farmers

1

2%

Retail Stores

1

2%

Technology businesses

2

3%

Food Distributors

3

5%

Forestry

3

5%

Senior Services

3

5%

Construction

4

6%

Health and Wellness

4

6%

Agriculture value-added
industries

15

24%

Tourism

19

31%

Total

62

Survey Participants:

80

Question Respondents:

62

No Response Count:

18

Response Rate:

78%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

147

Not
applicable

% Not
applicable

Not
important
at all or
not very
important

31

39%

22

28%

27

34%

80

6

8%

22

28%

50

64%

78

Add or change in
business, products or
services

13

16%

5

6%

62

78%

80

Affordable
shipping/freight

3

4%

11

14%

66

83%

80

Availability of
telecommunications
infrastructure and
services

0

0%

4

5%

76

95%

80

1

1%

8

10%

70

89%

79

1

1%

6

8%

73

91%

80

Expansion of workforce
employees

9

11%

21

27%

49

62%

79

Improvement business
management

1

1%

2

3%

76

96%

79

Improvement of
customer services

8

10%

7

9%

65

81%

80

Improving worker
productivity

6

8%

10

13%

64

80%

80

Figure 97: Business
competitiveness factors

Access to exporting and
international markets
Accessing capital

Energy costs
Exchange rate for
Canadian dollar

% Not
important
at all or
not very
important

Somewhat
important,
very
important

%
Somewhat
important,
very
important

Respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

148

New market
development locally

6

8%

11

14%

62

78%

79

New market
development outside of
region

10

13%

14

18%

54

69%

78

New product research
and development

7

9%

8

10%

64

81%

79

Reliable air
transportation

12

15%

44

55%

24

30%

80

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

8

10%

17

21%

55

69%

80

4
6

5%
8%

8
14

10%
18%

68
60

85%
75%

80
80

2

3%

7

9%

70

89%

79

Workplace health and
safety

0

0%

5

6%

73

94%

78

Survey Participants:

80

Water/sewer availability
Water/sewer costs
Workforce skill
development

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Figure 98: Performance
of key productivity
drivers
Innovation & the use of
technology

Not
Applicable

% Not
Applicable

Poor

%
Poor

Fair

%
Fair

Good

%
Good

Excellent

1

1%

7

10%

26

36%

29

40%

9

13%

72

Investing in people and
skills

0

0%

4

5%

18

24%

37

50%

15

20%

74

Leadership and
management capacity

1

1%

3

4%

14

19%

42

57%

14

19%

74

Measuring impact of
productivity efforts/
investments

4

7%

7

12%

20

33%

21

35%

8

13%

60

Networking and
collaboration with other
businesses

3

4%

6

8%

16

21%

40

52%

12

16%

77

Organizing work
(structures & processes)

1

1%

3

4%

15

22%

39

57%

10

15%

68

Productive workplace
culture

1

1%

6

8%

13

17%

44

59%

11

15%

75

Survey Participants:

80

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

150

%
Respondents
Excellent

Figure 99: Please
indicate which
economic drivers have
the greatest potential
for growth in the
region over the next 5
to 10 years. (please
pick top 3)
Government
Education
Technology-based
businesses
Manufacturing
Construction

Percent of
Question
Respondents

Count

2
3

3%
4%

6

8%

8
10

10%
13%

16

20%

16

20%

16

20%

18

23%

18

23%

21

26%

21

26%

Agriculture

47

59%

Tourism
Other
Total

53
22
277

66%
28%

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

80
80
0
100%

Arts
Green or
environmental
businesses
culture and creative
businesses
Forestry
Health & wellness
Other niche service
businesses (e.g.
services to seniors)
Relocation of people
from urban centres

Figure 99b: Please
indicate which
economic drivers have
the greatest potential
for growth in the

Count

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

151

region over the next 5
to 10 years. (please
pick top 3): If Other
please specify
Food
Total

1
1

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

80
1
21

Figure 100: Is your
business impacted by
its proximity to the
Alberta border?

22
80
5%
Percent of
Question
Respondents

Count

Yes
No
Total

44
36
80

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

80
80
0
100%

Figure 100b: Is your
business impacted by
its proximity to the
Alberta border?: If Yes,
please explain
Negative - Loss of sales
to Alberta

1.25%

55.00%
45.00%

Percent of
Question
Respondents

Count

1

2%

Positive - Alberta
suppliers

1

2%

Positive - Workforce
migration from Alberta

1

2%

Negative - Alberta has
lower taxes

3

7%

Negative - Workforce
migration to Alberta

4

9%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

152

Positive - Alberta
tourists
Positive - Alberta
customers
Total

11

25%

23

52%

44

Survey Participants:
Question Respondents:

80
44

No Response Count:

0

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

44
80
100%

ASSESSMENT AND PLANS

Figure 101: Rate the
following: Facility's
overall health

Count

Excellent
Good
Fair
Poor
Total

13
59
7
1
80

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

80

Figure 102: Rate the
following: Overall
health of the parent
company
Excellent
Good
Poor

Percent of
Question
Respondents
16%
74%
9%
1%

80
0
100%

Count

Percent of
Question
Respondents

5
7
1

26%
37%
5%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

153

Not applicable
Total

6
19

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

80

Figure 103: Rate the
following: Local
management's
attitude toward the
community

19
61
24%

Count

Excellent
Good
Fair
Poor
Total

31
46
1
1
79

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

80
79
1
99%

Figure 104: Rate the
following: Parent
company's attitude
towards the
community

32%

Count

Excellent
Good
Not applicable
Total

6
7
13
26

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

80

Percent of
Question
Respondents
39%
58%
1%
1%

Percent of
Question
Respondents
23%
27%
50%

26
54
32%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

154

Figure 105: Rate the
risk: Facility closing in
the next 1 - 3 years
High
Moderate
Low
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:

Figure 106: Rate the
risk: Facility
downsizing in the next
1 - 3 years

Count

3
8
69
80
80

Percent of
Question
Respondents
4%
10%
86%

80
0
100%

Count

High
Moderate
Low
Total

2
7
69
78

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

80

Percent of
Question
Respondents
3%
9%
88%

78
2
98%

Columbia Basin Business Retention and Expansion Project: Report on Creston & District Businesses

155