COLUMBIA BASIN BUSINESS RETENTION
AND EXPANSION PROJECT
R EPORT ON S PARWOOD B USINESSES
W INTER 2015

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 Sparwood Business Retention and Expansion project is a
community-driven effort undertaken by the District of Sparwood
focused on identifying the needs of our existing businesses. The
project was undertaken with support from the Sparwood
Chamber of Commerce.

EXECUTIVE SUMMARY
This report describes findings from a Business Retention and Expansion (BRE) survey conducted at
65 businesses in the District of Sparwood between 2013 and 2014. 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

Business
Climate

Finding
The highest number of respondents’ businesses are classified as ‘Retail Trade’,
‘Construction’ and ‘Professional, Scientific and Technical Services’ under the North
American Industry Classification system.
Market opportunities was the most frequently cited reasons given for businesses to
locate in Sparwood.
Most companies have been in business for more than 20 years.
Nearly half of the companies are ‘growing’.
Respondents reported a total of 2140 employees; the population of Sparwood is
3,823.
The majority of employees are full-time.
First Aid and WHMIS as well as Business Management were most commonly listed
as key training areas.
26% of businesses expect that their sales will grow by between 10 and 24% over the
next year.
30% of businesses have their sales generated by their top 3 customers.
Over half of businesses report that their sales are to customers within the
community or region.
Businesses would like to source office supplies, light bulbs, and concrete supplies
from local suppliers.
48% of businesses own the facility in which they operate.
Nearly half of businesses plan to expand within 3 years, with most indicating that
expansion will occur within the community.
Top barriers to expansion are lack of suitable premises and lack of skilled staff.
Top rated government services include access to highways and roads, access to
markets and availability of road transport services. The lowest ratings include
availability of buildings for lease or purchase, access to airport facilities and
availability of appropriately zoned land.
Improving access to land for development, improvements to the development
approval processes, and improvements to curbside recycling are the government
services most in need of improvement
The Calgary International Airport is the most used airport by local businesses.
The overall business climate was rated as good, and the majority of businesses
believe that the business climate will improve over the next five years.

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

Assessment
and Plans

Business climate factors that received the highest ratings include local government
and the workforce quality.
Businesses most commonly listed Sparwood’s proximity to Alberta and the United
States, as well as its proximity to mines as its greatest strength as a place to do
business.
The business competitiveness factors that are most important to respondents
include availability of telecommunications, infrastructure and services, improvement
of customer service, and workforce skill development.
The overall health of their company was rated as excellent by 45% of businesses,
and good by 32% of businesses.
Only 2% of businesses are at a high risk of closing or 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:
Local Workforce
With a population of 3,9271, and a total of 2,140 employees reported by businesses surveyed2,
there is an indication that there may be a number of employees travelling from outside of
Sparwood to work within the District. Actions related to this theme include exploring ways in
which those employees can be engaged and or retained within the community. Related, are the
critical considerations for employees identified which include housing, cost of living and childcare.
Youth Employment
The data indicates that employees under the age of 26 are in the minority. Increasing youth
involvement in the local workforce could be encouraged through a better understanding of 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
45% of businesses in the region report being in a growth cycle, and 43% indicate that they are
planning to expand within the next three years. Close to half of those businesses planning to
expand do not feel their existing site is adequate, and that the majority of expansion plans will
occur within the community. Assistance could come in the form of navigating local regulations,
identifying and securing new sites, and connecting businesses with resources to assist in expansion

1

Source: BC Stats (2013). Population Estimates: Municipalities, Regional Districts and
Development Regions 2011 - 2014
2

Note: 2,140 is the total number of employees/jobs in reported by businesses surveyed as part of
this Business Retention and Expansion survey. There are businesses in Sparwood that were not
surveyed under this project, jobs with those businesses are not reflected in this report.

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

projects. Improvements could be made to have local resources approach businesses proactively to
understand barriers and work collaboratively towards solutions. These potential actions and any
others, should be designed to address the stated barriers to expansion which include lack of
suitable premises and lack of skilled staff.
Economic Diversification
A lack of diversification was sited most frequently by local businesses as one of Sparwood’s
greatest weaknesses and its greatest barrier to growth. Businesses identified manufacturing,
restaurants and tourism as the most important sectors to attract, but also indicated that the
economic drivers with the highest future growth potential are tourism, construction and forestry.
Actions to increase diversification could include working with local businesses to expand their
customer base and increasing small business support programs, as well as working with industry in
key areas to increase diversification of the local economy.
Findings indicate that the majority of supplies come from outside the local region, and only 17% of
supplies are sourced locally. The most common response (44%) for the reason why supplies are
sourced outside of the local area is that they are not available locally. 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 with government procurement processes, with only 10%
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
A lack of technical training and colleges/universities were cited as factors contributing to a poor
business climate. Businesses identified that training was needed in the areas of emerging
technologies, skilled trades and health and safety. Improving technical training and workforce skill
development is important for business competitiveness. Future initiatives could include
supporting networks to help businesses identify shared training needs, and working with
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 both business and the
community. Findings suggest that there are opportunities to support the business community by
providing succession and business planning assistance. Open, instructive training sessions have the
potential to provide a base level of support to a large number of businesses; however, given the
importance of individual circumstances in business and succession planning, and a stated
preference for individual coaching, one-on-one assistance program could result in greater overall
benefit by providing a higher level of support to businesses.
Government Services
A recurring theme was the lack of buildings and land available for lease or purchase. With a large
number of businesses planning expansions contingent on finding new space, there is an
opportunity for the local government to work with local businesses to understand existing and

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

future business needs and assess land use planning at a micro level. Issues around the perceived
lack of available land and servicing costs may be addressed through communication strategies
between the local government, local businesses and the community. Opportunities may exist
locally for changes to land use designations and zoning that could serve both the greater
community and local businesses. Collaboration and dialogue with targeted businesses could
produce valuable results and innovative solutions.

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

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

Research Findings ..........................................................................................................3
Company Information ........................................................................................................... 3
Local Workforce .................................................................................................................. 10
Sales ................................................................................................................................... 20
Facilities and Equipment...................................................................................................... 25
Government Services .......................................................................................................... 33
Business Climate ................................................................................................................. 38
Assessment and Plans ......................................................................................................... 51

Recommendations ....................................................................................................... 54
Next Steps........................................................................................................................... 54
Potential Action Areas ......................................................................................................... 55

Appendix A: Data Tables .............................................................................................. 59
Company Information ......................................................................................................... 59
Local Workforce .................................................................................................................. 64
Sales ................................................................................................................................... 76
Facilities and Equipment...................................................................................................... 81
Government Services .......................................................................................................... 88
Business Climate ................................................................................................................. 91
Assessment and Plans ....................................................................................................... 103

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

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

Figure 46: Historic sales trend within the industry ........................................................................... 22
Figure 47: Historical export sales trend............................................................................................. 23
Figure 48: Sales generated by top 3 customers ................................................................................ 23
Figure 49: Geographic source of majority of sales ............................................................................ 24
Figure 50: International trade status................................................................................................. 24
Figure 51: Engagement with government procurement processes .................................................. 24
Figure 52: Geographic source of majority of supplies....................................................................... 25
Figure 53: Reason for out-of-area purchasing................................................................................... 25
Figure 54: Size of facility .................................................................................................................... 26
Figure 55: Condition of facility .......................................................................................................... 26
Figure 56: Condition of equipment ................................................................................................... 26
Figure 57: Ownership status of facility .............................................................................................. 27
Figure 58: Length of time remaining on lease ................................................................................... 27
Figure 59: Historical Investment in facility (past 18 months)............................................................ 28
Figure 60: Room for expansion ......................................................................................................... 28
Figure 61: Plans to expand within three years .................................................................................. 28
Figure 62: Adequacy of current site to support expansion ............................................................... 29
Figure 63: Expansion to occur in community .................................................................................... 29
Figure 64: Estimated expansion investment ..................................................................................... 30
Figure 65: Component of expansion budget for equipment and technology ................................... 30
Figure 66: Component of expansion budget for real estate ............................................................. 30
Figure 67: Size of facility expansion .................................................................................................. 31
Figure 68: Recent facility upgrades ................................................................................................... 31
Figure 69: Planning facility upgrades................................................................................................. 31
Figure 70: Barriers to expansion........................................................................................................ 32
Figure 71: Organizations approached for expansion assistance ....................................................... 32
Figure 72: Considering energy efficiency in expansion plans ............................................................ 33
Figure 73: Awareness of BC Hydro Power Smart .............................................................................. 33
Figure 74: Rating of government services ......................................................................................... 35
Figure 75: Key words and responses in respondents' suggestions for improvements to government
services .............................................................................................................................................. 37
Figure 76: Airport service used.......................................................................................................... 37
Figure 77: New services at local airport (Canadian Rockies International Airport) .......................... 38
Figure 78: Rating of local business climate ....................................................................................... 38
Figure 79: Rating of business climate factors .................................................................................... 39
Figure 80: Business climate today vs. 5 years ago............................................................................. 41
Figure 81: Business climate 5 years from today ................................................................................ 41
Figure 82: Community’s strengths as a place to do business............................................................ 42
Figure 83: Community's weaknesses as a place to do business ........................................................ 43
Figure 84: Barriers to growth in the community ............................................................................... 44
Figure 85: Level of service from business support providers ............................................................ 45
Figure 86: Potential Suppliers............................................................................................................ 46
Figure 87: Supply to local companies ................................................................................................ 47
Figure 88: Sectors, businesses or industries that could be attracted to region ................................ 47
Figure 89: Importance of business competitiveness factors............................................................. 48
Figure 90: Performance on key productivity drivers ......................................................................... 49
Figure 91: Economic drivers with greatest growth potential ............................................................ 50
Figure 92: Impact of Proximity to Alberta ......................................................................................... 51
Figure 93: Facility’s overall health ..................................................................................................... 51

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

Figure 94: Overall health of parent company ................................................................................... 52
Figure 95: Local management's attitude toward community ........................................................... 52
Figure 96: Parent company's attitude toward local community ....................................................... 52
Figure 97: Risk of facility closing........................................................................................................ 53
Figure 98: Risk of facility downsizing ................................................................................................. 53

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

PROJECT OVERVIEW
This report describes findings from a Business Retention and Expansion (BRE) survey3 conducted in
the District of Sparwood during 2013/2014. The Business Development Liaison at The District of
Sparwood acted as the community lead for the project. The Columbia Basin Rural Development
Institute (RDI) provided training, data analysis and report writing support.

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

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

RESEARCH CONSIDERATIONS
THE BRE SURVEY
The RDI has a licence agreement with the Economic Development Association of BC for BC
Business Counts, a program that provides access to an online BRE survey, contact management,
and reporting system called ExecutivePulse. Data presented in this report were collected as part
of a comprehensive BRE survey that is aligned with surveys conducted by other participants in the

3

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

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

1

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 DATA SET
To generate an initial set of potential research participants, local business license databases and
the Chamber of Commerce membership list was utilised.
Invitations to participate were extended to all businesses via personal letters sent out from the
District of Sparwood Business Development Liaison. Following this communication follow up calls
were made to arrange interviews.
In addition to face to face interviews, the option to participate via an online survey was offered.
Businesses were surveyed in two different ways: individual face-to-face interviews and an online
survey. 18 respondents chose the online survey, while 47 respondents were individually
interviewed. In total 65 respondents participated in the BRE survey. The number of respondents
to each question varies depending on whether they participated in the online survey, or the
structured individual survey, as some questions were omitted from the online survey. In addition,
the number of respondents can vary based on responses to dependent questions.

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

DATA INPUT, ANALYSIS AND REPORTING
Data was entered into the ExecutivePulse system by the Business Development Liaison staff
immediately following the interviews. To ensure confidentiality and data security, company-level
data was only made accessible to RDI staff and the Business Development Liaison staff.
Quantitative data were analysed using descriptive statistics and qualitative data were analysed
using the grounded theory method of generating key coding themes. Based on the results of data
analysis activities, an initial set of recommendations was generated by RDI and then reviewed with
the Business Development Liaison staff. Findings and related recommendations were assembled
into this report by RDI researchers.

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

2

RESEARCH FINDINGS
COMPANY INFORMATION
Type of Product/Service Offered
Businesses interviewed represent a diverse cross-section of industries. Most common are
Construction (14% or 9 respondents), Professional, Scientific and Technical Services (14% or 9
respondents), and Retail Trade (14% or 9 respondents).
Figure 1: Industry classification

Construction

14%

Professional, Scientific and Technical Services

14%

Retail Trade

14%

Other Services

12%

Accommodation and Food Services

6%

Real Estate and Rental and Leasing

6%

Wholesale Trade

5%

Manufacturing

5%

Transportation and Warehousing

5%

Health Care and Social Assistance

5%

Finance and Insurance

5%

Information and Cultural Industries

3%

Mining, quarrying, and oil and gas extraction

3%

Educational Services

2%

Arts, Entertainment and Recreation

2%

Agriculture, forestry, fishing and hunting

2%
0%

2%

4%

6%

8%

10% 12% 14% 16%

Note: 65 respondents
Facility Function
The majority of respondents (47% or 35 respondents) indicated that their facility provides services.
Other primary functions include distribution (22% or 16 respondents) and warehousing (12% / 9
respondents). Fewer respondents indicated that their facility serves as company headquarters,
engineering/R&D or for manufacturing purposes.

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

3

Figure 2: Facility function(s)

Services

47%

Distribution

22%

Warehousing

12%

Engineering/RD

8%

Headquarters

8%

Manufacturing

3%
0%

10%

20%

30%

40%

50%

Note: 47 respondents
Competition
The vast majority of competition (75 % or 55 responses) reported was coming from the local or
regional area4.
Figure 3: Location of primary competitors

Local / regional
Alberta
Elsewhere in BC
International
National

75%
11%
7%
5%
1%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 47 respondents

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

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

4

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 (21 % or 11
businesses) cited Location.
Service (19% or 10
businesses), strong
community (12% or 6
businesses), and limited
competition (10% or 5
businesses) were also
discussed frequently.

“Give 100%, open and honest and provide a good service.”
“Ability to service the mines well.”
“Businesses are interdependent in this community. Work closely with other companies and
work with the mine. Family-based business, has gained trust from the community and
grown with the community.”
“Location. Reasonable tax base and the ability to service a variety of regional locations
from one site.”
Choosing Sparwood
The market opportunities (34% or 17 respondents) and the proximity to mines (22% or 11
respondents) were the most frequently cited reasons given for businesses to locate in Sparwood.

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

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Figure 5: Why did you choose this community to locate your business?

Market opportunity
Proximity to mines
No response
Community
Location
Sparwood is home
Growing industry
Availability of land
Hobby turned into a business

34%
22%
20%
6%
6%
4%
4%
2%
2%
0%

5%

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

Note: 47 respondents
Other Locations
55% of respondents (26 respondents) indicated that their company has other locations.
Figure 6: Other Locations

Yes

55%

No

28%

No Response

17%
0%

10%

20%

30%

40%

50%

60%

Note: 47 respondents
52% of those other locations (22 respondents) are in other areas of the province, 31% (13
respondents) are in other parts of Canada and 17% (7 respondents) indicated that their company
has another location outside of Canada. 5
Figure 7: Location of Other Locations

In Province
Elsewhere in nation
Outside Canada

52%
31%
17%
0%

10%

20%

30%

40%

50%

60%

Note: 26 respondents

5 Responses reflect that respondents can have other locations in more than one other location.

Therefore total number of other locations exceeds number of respondents.

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

6

28% (13 businesses) of respondents reported that their headquarters are located in British
Columbia, 26% (12 businesses) indicated that they are headquartered elsewhere in Canada and
6% (3 businesses) indicated that their headquarters are located in another country.
Figure 8: Location of headquarters
No Response
In Province
Elsewhere in nation
Outside Canada

40%
28%
26%
6%
0%

10%

20%

30%

40%

50%

Note: 47 respondents
Age and Life Cycle Stage
Nearly half of respondents (45% or 21 respondents) reported that their business is in the ‘growing’
life cycle stage. Another 36% (17 businesses) indicated that their business is in the ‘maturing’
stage. Only 2% (1 business) indicated that they are in the ‘emerging’ stages, and no businesses
indicated that they were declining.
Figure 9: Life cycle stage

No Response
Growing
Maturing
Emerging
Declining

17%
45%
36%
2%
0
0

0.1

0.2

0.3

0.4

0.5

Note: 47 respondents
Most businesses (28 respondents or 43%) reported that they have been in business for more than
20 years. A significant number have reported that they have been in business for 1 – 4 years (15
respondents or 23%) and 5 – 9 years (12 respondents or 18%).
Figure 10: Length of time in business

more than 20 years
10-19 years
5-9 years
1-4 years
less than 1 year

43%
8%
18%
23%
8%
0%

10%

20%

30%

40%

50%

Note: 65 respondents

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

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Ownership and Management
Most respondents (42 respondents or 65%) indicated that their business is classified as a
corporation, while 18% (12 respondents) indicated that they are a sole proprietorship. The
remainder of businesses are registered as a partnership (3 respondents), non-profit (2
respondents), other type of business (2 respondents), or limited liability partnership (1
respondent).
Figure 11: Type of business

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

65%
18%
5%
5%
3%
3%
2%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 65 respondents
49% of businesses (23 businesses) have not seen a management or ownership change in the last 5
years, while 34% of businesses (16 businesses) have changed management and/or ownership over
that same period of time. Six businesses (9%) are expecting an ownership change in the near
future. Of the 16 respondents that have seen changes in management and or ownership, 56% (9
businesses) report that change has had a positive impact.
Figure 12: Ownership and management changes in last 5 years
No
Yes
No Response

49%
34%
17%
0%

10%

20%

30%

40%

50%

60%

Note: 47 respondents
Succession and Business Plans
Of the six businesses that responded and reported a pending ownership change, 2 expect the
change will happen in a year or less and 2 expect the process to take 3 years or more.

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

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Figure 13: Anticipated timeline for ownership change

1 year or less

33%

No Response

33%

3 years or more

33%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 6 respondents
33% of respondents (2 respondents) expect that the current owner will exit the business by selling
it to another company, while only 17% (1 respondent) expect it to be sold/transferred to either a
family member of non-family member.
Figure 14: Anticipated exit strategy

No Response

33%

Sell to another company

33%

Sell/transfer to a non-family member

17%

Sell/transfer to a family member

17%
0%

5%

10% 15% 20% 25% 30% 35%

Note: 6 respondents
Figure 15: Existence of formal succession plan

Not
applicable
43%

Yes 28%

Only 28% (18 respondents) of respondents
reported that they have a formal
succession plan in place.

No 29%

Note: 65 respondents

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

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Figure 16: Existence of current business plan
No
Response
11%

Nearly half of all respondents (32
respondents) indicated that they have a
business plan in place.

Yes 49%
No 40%

Note: 65 respondents

LOCAL WORKFORCE
Size of Workforce
The 65 businesses interviewed reported a total of 2,140 employees6. 45 % or 29 of the businesses
surveyed indicated that they have less than five employees and just 3% or 2 of the businesses
indicated that they have over 100 employees.
Figure 17: Total number of employees
Less than 5
5-9
10-19
20-49
50-99
Over 100

45%
0%
31%
14%
8%
3%
0%

10%

20%

30%

40%

50%

Note: 65 respondents
80% (1,712) of employment positions at surveyed businesses are full-time, while only 8% (169) are
part-time and 12% (259) are temporary.

6

The employee count for one employer was averaged between two disparate numbers given.

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

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Figure 18: Nature of employment

Full Time

80%

Temporary

12%

Part Time

8%
0%

20%

40%

60%

80%

100%

Note: 65 respondents
37% of respondents (24 businesses) indicated that the number of employees at their business has
stayed the same historically. While 29% (19 businesses) indicated that the size of their workforce
has increased. Only 6% (4 businesses) indicated a decrease.
Figure 19: Historical Employment trend

7

Stayed the Same

37%

No Response

29%

Increased

28%

Decreased

6%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 65 respondents
The last three years has seen increased and stable growth in the size of the full-time workforce,
with 36% of businesses (17 respondents) reporting an increase in the number of employees, and
32% (15 respondents) reporting that full-time employment over that three year time period has
remained constant.
Figure 20: Full-time employment trend over last 3 years

Increased

36%

Stayed the same

32%

No Response

28%

Decreased

4%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 47 respondents

7 The question considered a 10 year historical trend.

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

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40% of businesses (19 respondents) interviewed expect the size of their full-time workforce will
increase over the next 3 years, while 13% (6 respondents) expect it to stay the same. No
businesses indicated they expected a decrease over the next 3 years.
Figure 21: Full time employment trend over next 3 years

No Response

47%

Will Increase

40%

Stay the Same

13%
0%

10%

20%

30%

40%

50%

Note: 47 respondents
Workforce Demographics
Of the responses received, 36% (17 responses) indicated that the majority of their essential
employees are between 35 and 49 years old. There were no reported essential employees less
than 25 years of age.
Figure 22: Age of the majority of essential employees

No Response
under 25
26 - 34
35 - 49
50 or older

26%
0%
23%
36%
15%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 47 respondents
Wages
When reporting on average wages for skilled or professional workers, the majority of responses
(35% or 23 businesses) indicated they pay between $30 and $49 per hour. The most commonly
reported average wage for semi-skilled workers (25% or 16 businesses) was under between $20
and $29 and the most commonly reported average wage for entry-level workers (11% or 7
businesses of respondents) was $20 to $29. 28% of respondents (13 respondents) reported that
their wage scale is similar to other businesses in the region.8

8 Detailed wage data is found in Appendix A.

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

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

No Response

38%

Same

28%

Greater than

17%

Less than

17%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 47 respondents
Recruitment and Retention
Of those businesses that responded, 23% (11 respondents) indicated that the number of unfilled
positions at their company would remain constant.
Figure 24: Trend in unfilled positions

No Response
Staying the Same
Decreasing
Increasing

55%
23%
11%
11%
0%

10%

20%

30%

40%

50%

60%

Note: 47 respondents
The majority of respondents (65% or 42 respondents) reported that they primarily recruit
employees from local labour markets. 8% (5 respondents) recruit nationally, while 6% (4
respondents) report that they recruit provincially. It is worth noting that no businesses reported
international recruitment.
Figure 25: Location of workforce recruitment

Local

65%

No Response

22%

National

8%

Provincial

6%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 65 respondents
Of the 65 respondents, 49% (32 respondents) indicated that they have experienced recruitment
challenges and 26% (17 respondents) indicated that they have experienced retention challenges.

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

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Figure 26: Recruitment and retention challenges

Recruitment challenges

49%

Retention challenges

26%
0%

10%

20%

30%

40%

50%

60%

Note: 65 respondents
When asked what efforts their business has undertaken to retain employees, 44 businesses
responded. The most frequent response was to provide flextime (13% or 6 respondents).
Bonuses (9% or 4 respondents) and training opportunities (7% or 3 respondents) were other
strategies employed. Other factors cited by businesses include offering benefits (4% or 2
respondents), pensions (4% or 2 respondents), health and wellness opportunities (2% or 1
respondent) and profit sharing (2% or 1 respondent).
Figure 27: Key words and responses in respondents' discussion of retention efforts

“Offer good flexibility and also make sure
to treat staff well in all aspects of
employment.”
“Involve staff in new business process so
that they can select work that they enjoy
doing.”

In their discussions of the reasons for their retention challenges, respondents most often cited
competition from Teck, as well as competition from other employers where wages are higher.
When asked what efforts businesses have undertaken to recruit employees, efforts that emerged
most often were advertisements (14% or 7 respondents), online job boards (8% or 4 respondents)
and local newspapers (6% or 3 respondents). Respondents also cited using word of mouth,
recruitment agencies, training, referrals and job fairs.

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

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Figure 28: Recruitment Activities

No Response
Advertising
Online Job Board
Newspaper
Word of Mouth
Recruitment Agency
Referrals
Training
Job Fairs

59%
14%
8%
6%
4%
4%
2%
2%
2%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 44 respondents
Of the 27 companies that indicated they were experiencing recruitment challenges, the areas
currently being recruited for among surveyed businesses include mechanics (13% or 6
respondents), electrical (10% or 5 respondents), sales/service, sales/retail, and
administrative/clerical personnel were all cited by 6% or 3 respondents as current areas of
recruitment. The responses included in the ‘other’ and ‘professional other’ categories charted
below are detailed in Appendix A.
Figure 29: Current recruitment areas

Other

31%

Mechanics

13%

Electrical/Electronics

10%

Sales/Service

6%

Administrative/Clerical

6%

Sales/Retail

6%

General Laborer

4%

Professional/Technical

4%

Machinists

4%

Professional/Other

2%

Machine Operators

2%

Food/Beverage Service

2%

Material/Fabricators

2%

Construction/Contractors

2%

CDL Drivers

2%

Hospitality Service

2%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 27 respondents

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

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52% of respondents (34 businesses out of 65 respondents) anticipate future recruitment
difficulties. The most commonly anticipated recruitment areas which may prove challenging
include mechanics (13% or 7 respondents), sales/retail and electrical/electronics (7% or 4
respondents) and machinists and professional/technical (5% or 3 respondents).
Figure 30: Future areas where recruitment may be challenging

Other

34%

Mechanics

13%

Sales/Retail

7%

Electrical/Electronics

7%

Professional/Technical

5%

Machinists

5%

Material/Fabricators

4%

Professional/Other

4%

General Laborer

4%

Sales/Service

4%

CDL Drivers

4%

Maintenance

2%

Food/Beverage Service

2%

Hospitality Service

2%

Construction/Contractors

2%

Machine Operators

2%

Administrative/Clerical

2%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 28 respondents
25% of respondents (16 respondents) indicated that they believed that there were strategies that
could be undertaken to address employee recruitment, however, few suggestions were available
on what could be done to overcome employee recruitment issues. Only two suggestions were
offered: provide a better community for families and encourage spouses to engage in the service
sector.
Figure 31: Strategies to overcome employee recruitment challenges

No Response

49%

No

26%

Yes

25%
0%

10%

20%

30%

40%

50%

60%

Note: 65 respondents

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

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Skills and Training
The majority of respondents (63%) indicated that over half of their workforce is comprised of
skilled or professional workers, 27% indicated that their workforce is mainly semi-skilled workers
and 9% indicated that entry-level workers make up the majority of their workforce.
Figure 32: Skill level of majority of workforce

Entry-Level

9%

Semi-Skilled

27%

Skilled / Professional

63%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 65 respondents
52% (34 businesses) indicated that there is a training budget to upgrade employee skills. 68% (32
businesses) indicated that their company offers in-house training and 49% (23 businesses) use
contracted training.
Figure 33: Training Budget

Yes

52%

No

34%

No Response

14%
0%

10%

20%

30%

40%

50%

60%

Note: 65 respondents
32% of respondents (15 businesses) indicated that they were aware of trends, technologies, and
other significant changes that will be occurring in their industry that will require new skills.
Figure 34: Awareness of any anticipated trends, technologies, significant changes that will be occurring in
your industry that will require new skills

No

43%

Yes

32%

No Response

26%
0%

10%

20%

30%

40%

50%

Note: 47 respondents

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

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49% or 23 respondents indicated that there are areas of training or professional development that
would benefit their employees. Most commonly listed among these areas were First Aid and
WHMIS training (38% or 6 businesses) and business/management training (31% or 5 businesses).
All other areas were tied with only one business (equivalent of 6%) listing these areas of training
need.
Figure 35: Training or professional development needs

First Aid and WHMIS

38%

Business Management

31%

Warehouse Training

6%

Sales

6%

Heavy Equipment Training

6%

Heavy Duty Mechanic Apprenticeships

6%

Welding Apprenticeships

6%
0% 5% 10% 15% 20% 25% 30% 35% 40%

Note: 47 respondents
When asked what new training might need to be considered in the next five years, the most
commonly cited response was in the area of technological advances (10% or 7 businesses). Other
areas where training will be needed include skilled trades (7% or 5 businesses) and health and
safety (6% or 4 businesses).
Figure 36: Areas for new Training in next five years

No Response

64%

Technology advances

10%

Skilled Trades

7%

Health and safety

6%

Water management

3%

Robotics

3%

Civil engineering

1%

Electronics

1%

Computer skills

1%

Communication skills

1%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 65 respondents

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

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29% of respondents (22 businesses) stated that they prefer training when it is delivered through
an individual coaching format, while 27% (20 businesses) preferred online or a webinar style
format, 21% or 16 businesses expressed a preference for classroom style training.
Figure 37: Preferred modes of training

Individual coaching

29%

Online/ Webinar training

27%

Classroom

21%

No Response

19%

Other

4%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 47 respondents
26% of respondents (15 businesses) typically seek training opportunities that are offered locally,
and 16% (9 businesses) travel to other areas in the region for their training. Fewer training
opportunities are sought elsewhere in the province, country or in the United States.
Figure 38: Usual training locations

No Response

42%

Local

26%

Regional

16%

Rest of Canada

7%

British Columbia

5%

United States

4%
0%

10%

20%

30%

40%

50%

Note: 47 respondents
Unions
Seven businesses (15%) reported that they have union status.
Employees
The most frequently cited critical issues for employees is housing (29% or 35 businesses) and cost
of living (27% or 32 businesses). Child Care (17% or 20 businesses) and Transportation (8% or 10
businesses) issues were also cited. For a list of factors included in the “other” category charted
below, see Appendix A.

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

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Figure 39: Critical considerations for employees

Housing

29%

Cost of living

27%

Child care

17%

Other

13%

Transportation

8%

No Response

7%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 63 respondents
46% of businesses (29 businesses) interviewed reported that over 75% of their employees live
within the community, 8% (5 businesses) indicated that 75% of the employees live elsewhere in
the region and 2% (1 business) indicated that they live outside of the region.

SALES
Market Size and Share
The highest number of respondents (14 businesses or 22%) reported annual sales between $1
million and $4.99 million. The second highest number of respondents (12 businesses or 18%)
reported annual sales over $5 million. The lowest number (2 businesses or 3%) reported sales of
between $500,000 - $999,999. 37% (24 businesses) of respondents did not share annual sales
information.
Figure 40: Annual sales

Confidential/ no response

37%

Under $100,000

12%

$100,000 to $499,999

8%

$500,000 to $999,999

3%

$1million to $4.99 million

22%

over $5 million

18%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 65 respondents
The majority of businesses interviewed (45% or 29 businesses) indicated that the size of the
market for their product or service is stable. Another 40% (26 businesses), reported that the
market is increasing.

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

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Figure 41: Status of market for product/service

Stable
Increasing
Decreasing
No Response

45%
40%
11%
5%
0%

10%

20%

30%

40%

50%

Note: 65 respondents
36% (17 businesses) of respondents indicated that their share of the market for their product in
comparison with their competitors is increasing, while 32% (15 businesses) indicated that it is
stable. A small number of respondents (9% or 4 businesses) indicated that their market share is
decreasing.
Figure 42: Market Share in Comparison to Competitors
Increasing
Stable
Decreasing
No Response

36%
32%
9%
23%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 47 respondents
Growth
23% of respondents (11 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 23% of respondents (11
businesses). 9% of respondents (4 businesses) expect strong growth in the next year. 9% (4
businesses) of respondents expect their sales to remain stagnant, while a further 2% (1 business)
expects sales to decline.
Figure 43: Projected sales growth in the next year
0%
1-9%
10-24%
25-49%
50% - 99%
100% or more
Declining
Confidential/ no response

9%
23%
26%
6%
0%
9%
2%
26%
0%

5%

10%

15%

20%

25%

30%

Note: 47 respondents

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

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The majority of responses (32% or 21 businesses) indicated that sales at their business have
increased over time, 14% (9 businesses) indicated that sales have remained relatively stable and
8% (5 businesses) reported that sales have declined.
Figure 44: Historic sales trend at this location
No Response
Increasing
Staying the same
Decreasing

46%
32%
14%
8%
0%

10%

20%

30%

40%

50%

Note: 65 respondents
Data indicates that the sales trend at parent companies is different from sales trends at this
location. 25% or 16 businesses reported that sales at their parent company have historically
increased and only 3% (2 businesses) reported that they have stayed the same, while 2% or 1
business reported a decline. It is worth noting that 71% of surveyed participants did not respond
to this question.
Figure 45: Historic sales trend at parent company

Not Applicable/No response
Increasing
Staying the same
Declining

71%
25%
3%
2%
0%

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

Note: 65 respondents
Data indicates that the sales trend within respondents’ respective industries has followed the sales
trend reported for parent company’s. 25% percent of respodents (16 businesses) reported that
sales within their industry have been increasing while 6% (4 businesses) reported that they have
been decreasing.
Figure 46: Historic sales trend within the industry

Not Applicable/No response

65%

Increasing

25%

Staying the same

5%

Declining

6%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 65 respondents

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

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Anecdotal information provided indicates that sales for companies related to the coal mine are
closely linked to the coal market and to mine activities.
Of the four businesses that reported exporting to international markets, 4% (2 businesses)
indicated that their export sales have been increasing and 2% (1 business respectively) indicated
that they have been stable or are in decline.
Figure 47: Historical export sales trend

Not Applicable/No response
Increasing
Staying the same
Declining

91%
4%
2%
2%
0%

20%

40%

60%

80%

100%

Note: 47 respondents
Source of Sales
The customer base among Sparwood businesses appears to be fairly reliant on a core customer
base, with the largest percentage of respondents (30% or 19 businesses) indicating that 76% 100% of their sales are generated by their top 3 customers. There does appear to be some
diversity as indicated by the 19% of respondents (12 businesses) that indicated that less than 10%
of their sales are generated by their top 3 customers.
Figure 48: Sales generated by top 3 customers

76 - 100%
51 - 75%
26 - 50%
10 - 25%
1 - 9%
No Response

30%
6%
6%
10%
19%
29%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 63 respondents
A majority of respondents (62%) indicated that over 50% of their sales are to customers within the
community or region. 13% indicated that over 50% of their sales are within the province. Fewer
respondents (5%, 2%, 2%) indicated that the majority of their sales are to national, US or
international markets, respectively.

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

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Figure 49: Geographic source of majority of sales

Local
International
Provincial
National
United States

62%
2%
13%
5%
2%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 47 respondents
Six respondents (13%) indicated that they import goods or services from other countries and 1
respondent (2%) indicated that they export goods or services to other countries. 85% of
respondents did not respond to the question, or stated they did not engage in international trade.
Figure 50: International trade status

None/ not applicable
Import
Export

85%
13%
2%
0%

20%

40%

60%

80%

100%

Note: 47 respondents

Procurement
Figure 51: Engagement with government procurement processes

Yes
10%
No 22%

Of the 18 responses provided, only 10%
indicated that they do engage in
government procurement.

No
Response
68%

Note: 63 respondents

17% of respondents (6 businesses) interviewed reported that they purchase a majority of their
supplies from local sources. 34% (19 businesses) indicated that the majority of their supplies come
from businesses located within the province.

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

24

Figure 52: Geographic source of majority of supplies
Local
National
Provincial
United States
International

17%
23%
34%
9%
0%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 47 respondents
Purchasing
When reflecting on their reasons for purchasing products or services from out-of-area suppliers,
the most common response (44% or 21 businesses) indicated that the products they need are not
available locally.
Figure 53: Reason for out-of-area purchasing
No Response
Other
Product not available here
Higher costs locally
No applicable to this business
No control, head office decision

33%
6%
44%
6%
6%
4%
0%

10%

20%

30%

40%

50%

Note: 44 respondents
Products that businesses stated they would like to source from a local supplier include office
supplies, light bulbs, and concrete supplies.

FACILITIES AND EQUIPMENT
Size and Condition
34% (22 businesses) of respondents reported that their facility is between 1,000 and 4,999 square
feet in size, and another 23% (15 businesses) indicated it was less than 1,000 square feet.

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

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Figure 54: Size of facility
No Response
Less than 1,000 sq ft
1,000 to 4,999 sq ft
5,000-9,999 sq ft
10,000-19,999 sq ft
20,000 sq ft or more

22%
23%
34%
12%
5%
5%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 65 respondents
34% of respondents (16 businesses) indicated that their facility is in good condition. Another 21%
(10 businesses) indicated that it is in excellent condition and 19% (9 businesses) reported that
their facility is in fair condition. Only 6% (3 businesses) reported that their facility was in poor
condition.
Figure 55: Condition of facility

Excellent
Good
Fair
Poor
No Response

21%
34%
19%
6%
19%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 47 respondents
26% (12 businesses) of respondents indicated that their equipment is in excellent condition. 30%
(14 businesses) indicated that it is in good condition and 11% (5 businesses) report their
equipment is in fair condition.
Figure 56: Condition of equipment
Excellent
Good
Fair
Poor
No Response

26%
30%
11%
4%
30%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 47 respondents

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

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Ownership
Figure 57: Ownership status of facility

No
Response
14%

48% of respondents (31 businesses) own the
facility in which they operate and 38% (25
businesses) lease it.

Owned
48%
Leased
38%

Note: 65 respondents

Of the 25 businesses that lease their facility, 24% have less than a year remaining on their lease
and 16% have between 3 and 5 years remaining. The majority of respondents that lease their
facility (64% or 16 businesses) intend to renew their current lease agreement.
Figure 58: Length of time remaining on lease

No Response
Less than 1 yr
1-2 Years
3-5 yrs
More than 5 yrs

52%
24%
4%
16%
4%
0%

10%

20%

30%

40%

50%

60%

Note: 25 respondents
Investment and Expansion
21% of respondents (10 businesses) indicated that their company’s investment in their facility has
increased over the past 18 months, while just 9% or four businesses, indicated that the investment
has stayed the same. Only one business (2%) indicated that investment in their facility has
decreased over the same time period.

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

27

Figure 59: Historical Investment in facility (past 18 months)

No Response

68%

Increasing

21%

Staying the same

9%

Declining

2%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 47 respondents
An equal number of respondents (25% or 16 businesses) indicated that there was room for
expansion at their site, and that there was not room at their site.
Figure 60: Room for expansion

No Response

46%

No

25%

Yes

25%

Maybe

5%
0%

10%

20%

30%

40%

50%

Note: 65 respondents
Figure 61: Plans to expand within three years

No
Response
26%
Yes 43%

43% of respondents (28 businesses) plan to
expand within three years, 31% (20
businesses) do not.

No 31%

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

Note: 65 respondents

28

Figure 62: Adequacy of current site to support expansion

Of the 28 businesses planning
expansion, 46% (13 businesses)
reported that their current site will
be adequate. Notably however, 12
businesses (43%) reported that
they will have to look for a new
site to meet their planned
expansion needs.

No
Response
11%
Adequate
46%
Inadequate
43%

Note: 28 respondents

Most respondents (46% or 13 businesses) indicated that expansion will occur within the
community.
Figure 63: Expansion to occur in community

No Response
Yes
No

43%
46%
11%
0%

10%

20%

30%

40%

50%

Note: 28 respondents
In total, 4 of the 28 businesses identified the approximate amounts they plan to spend on
expansion related investments. A substantial investment is planned for 1 business, with a $20
million investment planned, while 2 are planning investments in the range of $1 – $4.9 million, and
finally 1 other business reported that it plans a relatively modest investment of between $100,000
and $499,999.

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

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Figure 64: Estimated expansion investment

No Response
$20 million and over
$5 - 19.9 million
$1-$4.9 million
$500,000 - $999,999
$100,000-$499,999
$0 - $99,000

86%
4%
0%
7%
0%
4%
0%
0%

20%

40%

60%

80%

100%

Note: 28 respondents
Of the 28 businesses planning expansion, two (7%) responded to state that they expect to spend
30 – 39% of their expansion budget on equipment and technology, while 1 (4%) responded to
indicate their entire expansion budget will be devoted to equipment and technology.
Figure 65: Component of expansion budget for equipment and technology

No Response
0 - 29%

89%
0%

30 to 39%
40 - 99%

7%
0%

100%

4%
0%

20%

40%

60%

80%

100%

Note: 28 respondents
Of the 28 businesses planning investment in real estate, 1 respondent expects to spend between
10% and 19% of their expansion budget on real estate, while another business expects to spend
between 70 – 79% and one business indicate it anticipates spending 100% on real estate.
Figure 66: Component of expansion budget for real estate

No Response
0-10%
10 - 19%
20 - 69%
70 to 79%
80 - 99%
100%

89%
0%
4%
0%
4%
0%
4%
0%

20%

40%

60%

80%

100%

Note: 28 respondents

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

30

Of the 28 possible respondents, 3 responses were provided. 1 respondent (4%) indicated that
they expect the size of their facility expansion will be 20,000 square feet or greater. While 2
reported (7%) their expansion would be between 5,000 and 9,999 square feet.
Figure 67: Size of facility expansion

No Response

89%

5,000-9,999 sq ft

7%

20,000 sq ft or more

4%
0%

20%

40%

60%

80%

100%

Note: 28 respondents
Facility Upgrades
47% of businesses (22 businesses) indicated that there had been recent facility upgrades. Of those
22 businesses, 23% indicated that those upgrades were completed in the last 12 months.
Figure 68: Recent facility upgrades

Yes

47%

No

17%

No Response

36%
0%

10%

20%

30%

40%

50%

Note: 47 respondents
26% (12 businesses) indicated that they are planning facility upgrades, and that the marjority (33%
or 4 businesses) of those planning upgrades will occur in the next 12 months. Respondents were
also asked to identify any barrier to upgrading, only 1 respondent provided a response to indicate
that they are waiting for a new facility.
Figure 69: Planning facility upgrades

Yes

26%

No

38%

No Response

36%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 47 respondents

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

31

Respondents cited a variety of factors that act as barriers to their expansion. Most common of
those were lack of suitable premises (19% or 12 businesses), and a lack of skilled staff (12% or 5
businesses). Other responses are listed in Appendix A.
Figure 70: Barriers to expansion

Other

29%

Lack of suitable premises

19%

No Response

17%

Lack of skilled staff

12%

Finance

7%

Local regulations (zoning)

7%

Problems with Development Approvals

5%

Identifying and accessing new markets

5%
0%

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

Note: 28 respondents
25% of respondents (5 of 20 businesses) indicated that they have sought assistance with their
expansion efforts from an external organization. Of those businesses, the highest number (14% or
4 businesses) had approached the local economic development office, 7% (2 businesses) had
approached the local Chamber of Commerce, and 7% (2 businesses) had approached the local
Council.
Figure 71: Organizations approached for expansion assistance

No Response

54%

Local Economic Development Office

14%

Other

11%

Chamber of Commerce

7%

Local Council

7%

BC Hydro

4%

BC Ministry responsible for Economic…

4%

0%

10%

20%

30%

40%

50%

60%

Note: 20 respondents

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

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Energy Efficiency
Figure 72: Considering energy efficiency in expansion plans

30% of those who responded (13 businesses)
are considering energy efficiency in their
expansion plans.

No 7%

Yes 30%
No
Response
64%

Note: 44 respondents

Figure 73: Awareness of BC Hydro Power Smart

No 15%
No
Response
32%

53% of respondents (25 businesses) are
familiar with the energy efficiency
support available through the BC Hydro
Power Smart program.

Yes 53%

Note: 47 respondents

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

The services that received the highest number of POOR ratings were availability of
buildings for lease or purchase (48% or 31 businesses), access to airport facilities (29% or
19 businesses), and availability of appropriately zoned land (26% or 17 businesses).

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

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







The services that received the highest number of FAIR ratings were access to airport
facilities (31% or 20 businesses), disposal of waste material (22% or 14 businesses), and
access to suppliers (22% or 14 businesses).
The services that received the highest number of GOOD ratings were telecommunications
(55% or 36 businesses), access to the US border (51% or 33 businesses) and access to
highways/roadways (49% or 32 businesses).
The services that received the highest number of EXCELLENT ratings were access to
highways/roads (32% or 21 businesses), access to markets (28% or 18 businesses) and
availability of road transport services (26% or 17 businesses).
The services that the highest number of respondents felt are NOT APPLICABLE to their
business were access to port facilities (77% or 50 businesses), availability of rail transport
(71% or 46 businesses) and the developmental approval process (51% or 33 businesses).

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

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Figure 74: Rating of government services

Availability of warehousing

Availability of road
transport services

8%
18%
12%
14%

48%

26%
37%

11%
6%
20%
3%

Availability of rail transport

17%
2%
8%
0%

Availability of buildings for
lease or purchase

71%

11%
15%

48%

26%
0%

17%
15%
26%

Availability of appropriately
zoned land

6%
Access to suppliers

Access to markets

22%
11%
17%

42%

Access to Port Facilities

% Poor
% Not Applicable

11%
6%
15%

9%
0%
9%

49%

23%
31%
29%
15%
20%

Access to US Border

% Fair

28%
40%

2%
Access to airport facilities

% Good

45%

32%
Access to highway/ roads

% Excellent

8%
3%
18%
2%
9%
5%
8%

51%

77%

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

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

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14%
Water and sewerage supply

40%

11%
9%

26%

6%
Telecommunications (internet,
cell)

55%

17%
11%
11%
15%

Recycling

40%

17%
14%
14%

% Good
% Fair

11%
Inspections /licensing

6%

38%

14%

22%

8%

5%

% Not Applicable

34%

26%

8%
Development approval process

% Poor

31%

11%
Disposal of waste material

% Excellent

23%
14%

51%

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

Note: 65 respondents
When asked whether there were any suggestions on how to improve any of the services and
infrastructure, 55% respondents (26 businesses) indicated they had suggestions. The highest
number of responses (36% or 9 businesses) discussed improvements to make commercial and
industrial land available for development. Improvements to the development approval process
were also referenced by 20% (5 businesses) of respondents. Improvements to curbside recycling
opportunities was referenced by 16% of respondents (4 businesses).
The following excerpts illustrate the sentiment towards increasing development opportunities in
Sparwood:
“The district needs to accumulate more land and make it more accessible to set up a
business.”
“Dire need to develop more industrial land for development.”
“Additional development of industrial land would be positive.”

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

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“Increase awareness on the various developments and services available for businesses.”
Figure 75: Key words and responses in respondents' suggestions for improvements to government
services

“Need a community liaison
officer to communicate with
local businesses.”

“We work alongside the
District to try and get land
moving, there are some real
challenges to progress with
the main one being the simple
economics.”
“There should be a curbside
recycling program.”
“There should be more
promotion of commercial
buildings that are available.”

Airport Service
The Calgary International Airport is the most used airport, with 36% of respondents (25
businesses) indicating they use that airport. The Canadian Rockies International Airport
(Cranbrook) was second most used with 29% (20 businesses), and the Glacier Park International
Airport being used by 16% of respondents (11 businesses).
Figure 76: Airport service used

Calgary

36%

Cranbrook

29%

Glacier Park International Airport

16%

No Response

19%
0%

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

Note: 47 respondents
Respondents indicated that they would most like to see a wider choice of airlines and destinations
(15% or 7 businesses), with 2 % of respondents (1 business) each indicating a desire for larger
planes, more commuter flights to Vancouver and Kelowna, and car rental services.

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

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Figure 77: New services at local airport (Canadian Rockies International Airport)

Wider choice of airlines/destinations
Car rental services
More commuter flights to Vancouver…
Larger planes
No Response

15%
2%
2%
2%
78%

0%

20%

40%

60%

80%

100%

Note: 47 respondents

BUSINESS CLIMATE
Quality of Business Climate
The majority of responses rated the overall business climate as good (45% or 29 businesses).
Figure 78: Rating of local business climate

No Response
Excellent
Good
Fair
Poor

8%
6%
45%
31%
11%
0%

10%

20%

30%

40%

50%

Note: 65 respondents
65 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
(40% / 26 businesses) and colleges/universities (32% or 21 businesses).
The factors that received the highest number of FAIR ratings included housing (42% or 27
businesses) and the workforce availability (34% or 22 businesses).
The factors that received the highest number of GOOD ratings included workforce stability
(40% or 26 businesses) and economic development (40% or 26 businesses)
The factors that received the highest number of EXCELLENT ratings included local
government (20% or 13 businesses) and workforce quality (17% or 11 businesses).
The factors that received the highest number of NO OPINION ratings include the Business
Improvement Association (BIA) (83% or 54 businesses, and Community Futures (51% or 33
businesses).

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

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Figure 79: Rating of business climate factors

20%
32%
25%

Local Government

9%
14%
6%
29%
23%
14%
28%

K-12 education

3%
28%

Housing

42%
15%
12%
6%
40%

Economic Development

23%
18%
12%
% Excellent

14%

% Good

35%

Cultural/Recreational Amenities

17%
22%
12%

% Fair
% Poor
% No Opinion

6%
20%
11%
12%

Community Futures

51%
2%
22%
23%
32%
22%

Colleges/Universities

9%
28%
20%
12%
31%

Chamber of Commerce

2%
5%
6%
5%

BIA

83%
0%

20%

40%

60%

80% 100%

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

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11%
40%
Workforce Stability

18%
18%
12%
17%
37%

Workforce Quality

18%
14%
14%
3%
22%

Workforce Availability

34%

% Excellent

26%
15%

% Good
% Fair

12%
23%
23%

Tourism services

% Poor
% No Opinion

17%
25%
2%
18%
Technical Training

25%
40%
15%
11%
38%

Local Tax Structure

23%
8%
20%
0%

10%

20%

30%

40%

50%

Note: 65 respondents
35% of respondents (23 businesses) felt that the business climate is better today than it was 5
years ago. 11% (7 businesses) thought that it is worse, and 34% (22 businesses) believed there was
no change in the business climate.

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

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Figure 80: Business climate today vs. 5 years ago

Better today

35%

No change

34%

No opinion

20%

Worse today

11%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 65 respondents
63% of respondents (41 businesses) expect that the business climate will be better 5 years from
today. 3% (2 businesses) expect that it will be worse.
Figure 81: Business climate 5 years from today

Will be better
No change
No opinion
Will be worse

63%
20%
14%
3%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 65 respondents
Strengths and Weaknesses of Business Climate
51 responses were provided when 65 respondents were asked to list the community’s strengths as
a place to do business, the highest number of responses (27% or 14 responses) cited the area’s
proximity to Alberta and the United States as the community’s strength. 18% (9 businesses)
indicated the proximity to mines, and 16 % (8 businesses) indicated the above average household
income were factors in the community’s strength as a place to do business.

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

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Figure 82: Community’s strengths as a place to do business

Close to Alberta and USA

27%

Proximity to mines

18%

Above average household income

16%

Loyalty

6%

Supportive municipality

6%

Lack of competition

4%

Infrastructure

4%

Business friendly

4%

Local customer base

4%

Low property taxes

2%

Golf course

2%

Diversified community

2%

Stable jobs

2%

Low cost of living

2%

Utilities

2%
0%

5%

10%

15%

20%

25%

30%

Note: 65 respondents
64 responses were provided when respondents were asked to list the community’s weaknesses as
a place to do business, the highest number of responses (14% or 9 respondents) was received for
the lack of diversification and the lack of support for small businesses. High costs and the isolated
location accounted for 13% of responses (8 businesses).

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

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Figure 83: Community's weaknesses as a place to do business

Lack of diversification

14%

Lack of support for small businesses

14%

High costs

13%

Isolated location

13%

Transient population

11%

Competition from Alberta and USA

6%

Available office space

6%

Healthcare

6%

Resistance to change

5%

Infrastructure

5%

Affordable housing

3%

Competition from the mining industry

2%

No community space

2%

High business tax

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

Note: 65 respondents
Business Growth
72% of respondents (34 businesses) indicated that there are barriers to growth. The highest
number of respondents (15% or 6 businesses) stated that lack of diversity is an important barrier
to growing the community’s economy. Other commonly cited barriers include land constraints
and resistance to change (13% or 5 businesses).

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

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Figure 84: Barriers to growth in the community

Lack of diversity

15%

Land constraints

13%

Resistance to change

13%

Small population

10%

Shortages of services

10%

Transient population

8%

Availability of local supplies

8%

Infrastructure

5%

Competition from Alberta and USA

5%

Affordable retail locations

5%

Lack of promotion

5%

Business oriented facilities

3%
0%

2%

4%

6%

8% 10% 12% 14% 16%

Note: 47 respondents
The following excerpts illustrate the barriers cited:
“Tourism is somewhat hampered by coal mining. Community is too focused on the mine.”
“Land constraints, lack of parking. New development areas near the highway mean traffic
may not come.”
“Not enough supplies are readily available. Simple things like glue sticks, material, thread
but also lots of other things are not easy to get locally.”
“The mine means that currently there is no diversity which is needed.”
Respondents were asked about the level of support they received from various business support
providers. The Chamber of Commerce received the highest Poor response (8% or 5 businesses), as
well as the highest Excellent response (10% or 6 businesses), high responses were also received for
Good (27% or 17 businesses) and Fair (19% or 12 businesses). Respondents found the Basin
Business Advisors (19% or 12 businesses), Innovation Councils (19% or 12 businesses), Invest
Kootenay (21% or 13 businesses) and the Kootenay Aboriginal Business Advocates Society (21% or
13 businesses) most commonly unable to assist.

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

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Figure 85: Level of service from business support providers

Kootenay Aboriginal
Business Advocates Society

Invest Kootenay

Innovation Councils
(Kootenay Association for
Science and Technology,
Kootenay Rockies…
Economic Development
Organization / Commission

Continuing Education and
Workforce Training

0%
5%
2%
3%

0%
2%
2%
3%

College Industry Liaison
Officer

70%

21%

2%
3%
2%
3%

19%

2%
11%
5%
3%
14%

73%

71%

65%

% Excellent
% Good

2%
11%
8%
3%
14%
5%

Community Futures

21%

% Fair
% Poor

62%

% Unable to assist
17%

3%
5%
14%

% No response
56%

0%
2%
0%
0%
10%

89%

10%
Chamber of Commerce

Basin Business Advisors

8%
5%
2%
5%
2%
3%

27%
19%
32%

19%

70%

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

Note: 63 respondents

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

45

0%
2%
0%
0%
11%

Scientific Research and
Experimental Development
Tax Incentive Program

% Excellent
87%

% Good
% Fair

0%
2%
0%
0%
10%

National Research Council
Industrial Research
Assistance

% Poor
% Unable to assist
% No response
89%

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

Note: 63 respondents

32% of respondents indicated that there are suppliers that could locate in the region. Mining
supply companies was most commonly cited by 13% of respondents (6 businesses), with grocery
stores being mentioned by 6% (3 businesses).
Figure 86: Potential Suppliers

No Response

71%

Mining supply companies

13%

Grocery stores

6%

Electrical suppliers

4%

Hotel chains

2%

Retail stores

2%

Forestry supply companies

2%
0%

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

Note: 47 respondents
66% of respondents (31 businesses) indicated that they do supply products or services to
companies located in the community or region.

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

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Figure 87: Supply to local companies

No Response

32%

Yes

66%

No

2%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 47 respondents
71% of respondents indicated that there are sectors, businesses or industries that could be
attracted to the region. Manufacturing, Restaurants and Tourism were the most frequently cited
(24% or 13 respondents) businesses/sectors identified as important to attract. Retail Stores was
referenced by 13% of respondents (7 businesses).
Figure 88: Sectors, businesses or industries that could be attracted to region

Manufacturing

24%

Tourism

24%

Restaurants

24%

Retail Stores

13%

Hotels

6%

Housing

6%

Education

2%

Recycling

2%
0%

5%

10%

15%

20%

25%

30%

Note: 65 respondents
Business Competitiveness and Productivity
Businesses were asked to consider the importance of various factors for ensuring business
competitiveness over the next five years. Those factors that received the highest number of
somewhat important or very important ratings include availability of telecommunications
infrastructure and services (82% or 36 businesses), improvement of customer service (80% or 35
businesses) and workforce skill development (76% or 34 businesses).

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

47

Figure 89: Importance of business competitiveness factors

Workplace health and
safety

18%
16%

Workforce skill
development

9%
14%

66%
77%

45%
34%
20%

Water/sewer costs
Water/sewer
availability

32%
18%

Strategic alliances
(joining with other…

27%
20%

Reliable air
transportation

18%
20%

New market
development outside…

18%

New market
development locally

20%
16%

Improving worker
productivity

16%
16%

Improvement of
customer services

2%

25%
14%

Exchange rate for
Canadian dollar

25%
23%

Energy costs

27%
18%

68%

% Not important at all or
not very important
% Not applicable

52%
55%
82%
59%
64%

18%
18%
27%
25%

% Somewhat important,
very important

61%

7%
11%
14%
27%

Add or change in
business, products or…

68%

18%

Expansion of
workforce employees

Affordable
shipping/freight

64%

80%

11%
20%

Availability of
telecommunications…

61%

45%
36%

Improvement business
management

Access to exporting
and international…

52%

27%
43%
30%

New product research
and development

Accessing capital

50%

48%

25%
32%
43%
0% 20% 40% 60% 80%100%

Note: 44 respondents

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48

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, leadership and management
capacity, and productive workplace culture (23% or 10 businesses);
GOOD ratings include organizing work (structures and process (39% or 17 organizing work
(structures and processes) (27% or 17 businesses) and productive workplace culture (36%
or 16 businesses);
FAIR ratings include measuring impact of productivity efforts/investments and networking
and collaboration with other businesses (14% or 6 businesses)
POOR ratings include innovation and the use of technology (5% or 2 businesses).

Figure 90: Performance on key productivity drivers

23%
Productive workplace culture

36%

2%
0%

39%
14%

Organizing work (structures &
processes)

39%

9%

0%

39%
16%

Networking and collaboration
with other businesses

Measuring impact of
productivity efforts/
investments

27%

14%

2%

41%
14%

0%

% Fair
43%
23%

Leadership and management
capacity

Investing in people and skills

2%
2%

0%

9%

% Not Applicable

34%

23%
27%
41%

5%
0%

% Poor

39%

18%
Innovation & the use of
technology

% Good

30%

14%

% Excellent

11%

27%
39%

10% 20% 30% 40% 50%

Note: 44 respondents

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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 (22% or 34 businesses), construction (20% or 31 businesses), and
forestry (12% or 19 businesses). For a list of drivers identified as “Other”, refer to Appendix A.
Figure 91: Economic drivers with greatest growth potential

Other

23%

Tourism

22%

Construction

20%

Forestry

12%

Relocation of people from urban…

7%

Manufacturing

4%

Green or environmental businesses

3%

Health & wellness

2%

culture and creative businesses

1%

Government

1%

Other niche service businesses (e.g.…

1%

Finance

1%

Education

1%

Technology-based businesses

1%

Arts

1%
0%

5%

10%

15%

20%

25%

Note: 63 respondents
Proximity to Alberta
19 respondents (43%) reported that they were impacted by their proximity to Alberta.
Competition was an impact for 24% respondents (5 businesses), while 19% (4 businesses)
indicated impacts were positive and included better shopping.

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

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Figure 92: Impact of Proximity to Alberta

Competition

24%

Better shopping

19%

Positive impact

19%

Access to skilled trades

10%

Lower cost supplies

10%

Negative impact

10%

Access to Equipment

5%

Transport regulations

5%
0%

5%

10%

15%

20%

25%

30%

Note: 19 respondents

ASSESSMENT AND PLANS
Overall Health
The majority of businesses surveyed reported that their facility is in overall good health (45% or 21
businesses), 32% (15 businesses) reported that their company’s health is excellent and 2% (1
business) reported that it is fair. It is worth noting that no respondents indicated that their
company is in poor health.
Figure 93: Facility’s overall health

Excellent

32%

Good

45%

Fair

2%

Not applicable

21%
0%

10%

20%

30%

40%

50%

Note: 47 respondents
Most businesses with a parent company indicated that the health of that parent company is either
excellent (26% or 12 businesses) or good (13% or 6 businesses).

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

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Figure 94: Overall health of parent company

Excellent
Good
Fair
Poor
Not applicable

26%
13%
2%
2%
57%
0%

10%

20%

30%

40%

50%

60%

Note: 47 respondents
Attitude toward Community
51% of respondents (24 businesses) indicated that their local management’s attitude toward the
community is excellent and 23% (11 businesses) indicated that it is good.
Figure 95: Local management's attitude toward community

Excellent

51%

Good

23%

Poor

2%

Not applicable

23%
0%

10%

20%

30%

40%

50%

60%

Note: 47 respondents
The highest number of respondents (21% or 10 businesses) indicated that their parent company’s
attitude toward the local community is excellent.
Figure 96: Parent company's attitude toward local community

Excellent

21%

Good

17%

Poor

4%

Not applicable

57%
0%

10%

20%

30%

40%

50%

60%

Note: 47 respondents
Risk of Closing or Downsizing
Data indicates that the risk of Sparwood businesses closing or downsizing is low. Only 2% (1
business) of respondents reported that they are at a high risk of closing or downsizing in the next
1-3 years.

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Figure 97: Risk of facility closing

Low

83%

Moderate

15%

High

2%
0%

20%

40%

60%

80%

100%

Note: 65 respondents
Similarly, the data indicates that the risk of downsizing is low, with only 2% (1 businesses)
indicating that risk is high.
Figure 98: Risk of facility downsizing

Low

87%

Moderate

11%

High

2%
0%

20%

40%

60%

80%

100%

Note: 65 respondents

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

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POTENTIAL ACTION AREAS
Local Workforce
The District of Sparwood has a population of 3,9279, and the businesses interviewed report a total
of 2,140 employees10. The vast majority (80%) of employees are full-time. The employment rate
reported for the Rockies region by BC Stats is 65%11, and the information provided as part of this
survey indicates a minimum rate of 54%. Given that the employee numbers do not reflect the total
number of employees, there may be an indication that a number of employees are travelling from
outside of Sparwood to work within the District. Actions related to this theme include exploring
ways in which those employees can be engaged with the community. Related, are the critical
considerations for employees identified which include housing, cost of living and childcare. There
may be actions available at the local level to address these areas of concern and also engage
employees who currently reside out of town. Additional research may be warranted to understand
how many employees live outside of Sparwood and what opportunities may exist to increase
residency within the District if warranted.
Youth Employment
Findings indicate that employees under the age of 26 are in the minority. Increasing youth
involvement in the local workforce could be encouraged. 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. This may assist
in addressing the recruitment challenges that 49% of businesses report having.
Business Growth & Expansion
45% of businesses in the region report being a growth cycle, and 43% indicate that they are
planning to expand within the next three years. Close to half of those businesses planning to
expand do not feel their existing site is adequate, yet the majority of expansion plans are expected
to occur within the community. Businesses also report that employment rates are stable, and that
they anticipate an increase to the amount of full-time employment. This data coupled with the
general positive business climate and the optimism for the future provides a positive report on
local business growth. Actions in this area could include supporting existing businesses as they
plan for local expansion/growth. Assistance could come in the form of assistance with navigating
local regulations, identifying and securing new sites, and connecting businesses with resources to
assist in expansion projects. It is worth noting that very few businesses sought assistance with
9

Source: BC Stats (2013). Population Estimates: Municipalities, Regional Districts and
Development Regions 2011 - 2014
10

Note: 2,140 is not the total number of employees/jobs in Sparwood, but the number of
employees reported by businesses surveyed as part of this research. The actual number of
employees is likely greater.
11

Source: BC Stats (2015). Socio-Economic Profile – College Region 5 - Rockies.

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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.
These potential actions and any others, should be designed to address the stated barriers to
expansion which include lack of suitable premises and lack of skilled staff. The lack of
appropriately zoned land in Sparwood was also a finding in the Employment Lands Final Report
(2014) prepared by the RDI, that found that there are indeed very few vacant commercial and
industrial parcels available.
Economic Diversification
A lack of diversification was cited most frequently by local businesses as one of Sparwood’s
greatest weaknesses and its greatest barrier to growth, this is evidenced by the fact that the
largest percentage of respondents indicated that between 76 – 100% of their sales are generated
by their top three customers. This theme is echoed in the work that Sparwood is undertaking as
part of its Official Community Plan update and recent Revitalization Tax Incentive Program.
Businesses identified manufacturing, restaurants and tourism as the most important sectors to
attract, but also indicated that the economic drivers with the highest future growth potential are
tourism, construction and forestry. Specific reference to attracting a grocery store was also made.
Diversifying the economy will increase the resilience of the District in the face of any future
changes in the mining sector. Actions to increase the diversification could include working with
local businesses to expand their customer base and increase small business support programs
from groups such as Community Futures East Kootenay. Working with other municipalities and
the Regional District on an Economic Strategy may also be considered. Continued collaboration
between government and local businesses towards a diversified economy will be key to achieving
results in this area. With most businesses indicating an overall good business climate, there is
much positive support to build on the work already occurring in this area.
Supply Sourcing and Procurement
The data indicates that the majority of supplies come from outside the local region, and only 17%
of supplies are sourced locally. The most common response (44%) for the reason why supplies are
sourced outside of the local area is that they are not available locally. There is an opportunity to
engage in discussion with 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. A potential related impact could be the diversification of the local
economy.
Local businesses to do not appear to engage with government procurement processes, with only
10% of businesses indicated that they have. A significant number of non-responses (68%) suggest
there may be a lack of awareness of the opportunities available through government
procurement. 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.

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Training
A lack of technical training and colleges/universities were cited as factors contributing towards a
poor business climate. Businesses identified a need for training in the areas of emerging
technologies, skilled trades and health and safety. Improving technical training and workforce skill
development is important for business competitiveness. Findings indicate that the majority of
businesses do have a training budget, and that they have a preference for individual coaching
sessions (29%), online webinars (27%), or classroom (21%) style formats. Future initiatives could
include supporting networks to help businesses identify shared training needs, and working with
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
28% of respondents indicated that they have a formal succession plan and just under half have an
up-to-date business plan. Furthermore, business and management training was among the top
cited areas of training needs. Findings suggest that there are opportunities to support the business
community by providing succession and business planning assistance. Open, instructive training
sessions have the potential to provide a base level of support to a large number of businesses;
however, given the importance of individual circumstances in business and succession planning,
and a stated preference for individual coaching, one-on-one assistance program could result in
greater overall benefit by providing a higher level of support to businesses. Any future 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.
Government Services

There is a prevalent perception among respondents that there is a lack of buildings and
land available for lease or purchase.
With a large number of businesses planning expansions contingent on finding new space,
there is an opportunity for the local government to work with local businesses to
understand existing and future business needs and assess land use planning at a micro
level.
Improved communication and marketing of District-owned lands could help address this
issue of a perceived lack of available land. Currently there is approximately 60 acres of
industrial land available for development within the District of Sparwood. However, the
absence of a land development industry—excepting that which the municipality has
brought to the market—has kept these lands from being made available. There is also a
lack of available serviced land and high demand for existing buildings within the
community. This has changed slightly since the economic downturn and the reduced
price of coal during late 2014 and early 2015 with a number of business closures.

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

58

APPENDIX A: DATA TABLES
COMPANY INFORMATION

Figure 1: Industry Classification
Agriculture, forestry, fishing and
hunting
Arts, Entertainment and Recreation
Educational Services
Mining, quarrying, and oil and gas
extraction
Information and Cultural Industries
Finance and Insurance
Health Care and Social Assistance
Transportation and Warehousing
Manufacturing
Wholesale Trade
Real Estate and Rental and Leasing
Accommodation and Food Services
Other Services
Retail Trade
Professional, Scientific and Technical
Services
Construction
Total
Survey Respondents: 65

Figure 2: Facility function(s)
Manufacturing
Headquarters
Engineering/RD
Warehousing
Distribution
Services
Total
Survey Respondents: 47

Figure 3: Location of primary
competitors
National

NAICS
Code

Count

Percent

11

1

2%

71
61

1
1

2%
2%

21

2

3%

51
52
62
48-49
31-33
41
53
72
81
44-45

2
3
3
3
3
3
4
4
8
9

3%
5%
5%
5%
5%
5%
6%
6%
12%
14%

54

9

14%

23

9
65

14%
100%

Count
2
6
6
9
16
35
74

Percent
3%
8%
8%
12%
22%
47%
100%

Count

Percent

1

1%

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International
Elsewhere in BC
Alberta
Local / regional
Total
Survey Respondents: 47

Figure 4: Factors that make them
successful in this region (key words)
Dependability
Innovation
Unique Products
Reliability
Unique Service
Experience
Business Relationships
Workforce
Expertise
High Quality Products
Limited Competition
Strong Community
Service
Location
Total
Survey Respondents: 47

Figure 5: Why did you choose this
community to locate your business?
Hobby turned into a business
Availability of land
Growing industry
Sparwood is home
Location
Community
No response
Proximity to mines
Market opportunity
Total
Survey Respondents: 47

4
5
8
55
73

5%
7%
11%
75%
100%

Count

Percent

1
1
1
1
2
2
2
3
3
4
5
6
10
11
52

2%
2%
2%
2%
4%
4%
4%
6%
6%
8%
10%
12%
19%
21%
100%

Count

Percent

1
1
2
2
3
3
10
11
17
50

2%
2%
4%
4%
6%
6%
20%
22%
34%
100%

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Figure 6: Other location (Yes/No)
No Response
No
Yes
Total
Survey Respondents: 47.0

Count
8
13
26
47

Percent
17%
28%
55%
100%

Count

Percent

7
13
22
42

17%
31%
52%
100%

Figure 8: Location of headquarters
Outside Canada
Elsewhere in nation
In Province
No Response
Total
Survey Respondents: 47

Count
3
12
13
19
47

Percent
6%
26%
28%
40%
100%

Figure 9: Life cycle stage
Declining
Emerging
Maturing
Growing
No Response
Total
Survey Respondents: 47

Count
0
1
17
21
8
47

Percent
0
2%
36%
45%
17%
100%

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

Count
5
5
12
15
28
65

Percent
8%
8%
18%
23%
43%
100%

Figure 7: Does this company have
another location elsewhere?: If Yes,
where?
Outside Canada
Elsewhere in nation
In Province
Total
Respondents with another location: 26

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

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Survey Respondents: 65

Figure 11: Type of business
Limited Liability Partnership
Non-Profit
Other
No Response
Partnership
Sole Proprietorship
Corporation
Total
Survey Respondents: 65

Figure 12: Ownership and
management changes in last 5 years
No Response
Yes
No
Total
Survey Respondents: 47

Count
1
2
2
3
3
12
42
65

Percent
2%
3%
3%
5%
5%
18%
65%
100%

Count

Percent

8
16
23
47

17%
34%
49%
100%

Figure 12b: Impact of Ownership or
Count
Management Change
No Response
1
Neutral
6
Positive
9
Total
16
Respondents that had an ownership change: 16

Figure 12c: Pending ownership
change
Yes
No Response
No
Total
Survey Respondents: 65

Figure 13: Anticipated timeline for
ownership change
3 years or more

Percent
6%
38%
56%
100%

Count

Percent

6
9
50
65

9%
14%
77%
100%

Count

Percent

2

33%

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

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No Response
1 year or less
Total
Those anticipating ownership change: 6.0

2
2
6

33%
33%
100%

Figure 14: Anticipated exit strategy
Sell/transfer to a family member

Count
1

Percent
17%

Sell/transfer to a non-family member

1

17%

Sell to another company
No Response
Total
Those anticipating ownership change: 6.0

2
2
6

33%
33%
100%

Figure 15b: Successor Identified
Count
No
1
Yes
2
No Response
3
Total
6
Those anticipating ownership change: 6.0

Percent
17%
33%
50%
100%

Figure 15: Is there a formal
succession plan?
Yes
No
Not applicable
Total

Count

Percent

18
19
28
65

28%
29%
43%
100%

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

Count

Percent

No
3
17%
Yes
4
22%
No Response
11
61%
Total
18
100%
Survey Respondents answering Yes to "Is there a formal succession plan?" :
18
Figure 15c: If Yes, by whom
Count
Percent
No Response
1
25%
Accountant
1
25%
Lawyer
2
50%
Total
4
100%
Survey Respondents answering Yes to "If Yes, have you been assisted in preparation of a succession

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plan?" : 4
Figure 15d: If Yes, by whom: If other,
Count
Percent
please explain
No Response
4
100%
Total
4
100%
Survey Respondents answering Yes to "Is there a formal succession plan?
:4
Figure 16: Existence of current
business plan
No Response
No
Yes
Total
Survey Respondents: 65

Count

Percent

7
26
32
65

11%
40%
49%
100%

LOCAL WORKFORCE
Figure 17: Total number
of employees
Over 100
50-99
20-49
10-19
5-9
Less than 5
Total
Survey Respondents: 65
Total Employees: 2140
Figure 18: Nature of
Employment
Part Time
Temporary
Full Time
Total
Survey Respondents: 65
Figure 18b: Number of
Full-Time Employees
Over 100
50-99

Count

Percent

2
5
9
20
0
29
65

3%
8%
14%
31%
0%
45%
100%

Count

Percent

169
259
1712
2140

8%
12%
80%
100%

Count

Percent

2
4

3%
6%

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20-49
10-19
Less than 5
Total
Survey Respondents: 65
Figure 18c: Number of
Part-Time Employees
20-49
0 or no answer
10-19
Less than 5
Total
Survey Respondents: 65
Figure 18d: Number of
Temporary Employees
Over 100
10-19
0 or no answer
Less than 5
Total
Survey Respondents: 65
Figure 19: Historical
Employment trend
Decreased
Increased
No Response
Stayed the Same
Total
Survey Respondents: 65.0
Figure 19b: Projected
number of employees in 3
years
Over 100
50-99
20-49
10-19
Less than 5
Total
Survey Respondents: 47

9
13
37
65

14%
20%
57%
100%

Count

Percent

2
5
6
52
65

3%
8%
9%
80%
100%

Count

Percent

1
2
9
53
65

2%
3%
14%
82%
100%

Count

Percent

4
18
19
24
65

6%
28%
29%
37%
100%

Count

Percent

3
7
7
15
15
47

6%
15%
15%
32%
32%
100%

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Figure 20: Full-time
employment trend over
last 3 years
Decreased
No Response
Stayed the same
Increased
Total
Survey Respondents: 47.0
Figure 21: Full-time
employment trend over
next 3 years
Stay the Same
Will Increase
No Response
Total
Survey Respondents: 47.0
Figure 22: Age of the
majority of essential
employees
50 or older
35 - 49
26 - 34
under 25
No Response
Total
Survey Respondents: 47
Figure 23: Wages in
relation to other
businesses in the region
Less than
Greater than
Same
No Response
Total
Survey Respondents: 47
Figure 23b: Average
hourly wage: Skilled /
Professional
$13-$14
$100 or more

Count

Percent

2
13
15
17
47

4%
28%
32%
36%
100%

Count

Percent

6
19
22
47

13%
40%
47%
100%

Count

Percent

7
17
11
0
12
47

15%
36%
23%
0%
26%
100%

Count

Percent

8
8
13
18
47

17%
17%
28%
38%
100%

Count

Percent

1
2

2%
3%

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$15-$19
$10-$12
$50-$99
$29-$20
No Response
$49-$30
Total
Survey Respondents: 65
Figure 23c: Average
hourly wage: Semi-skilled
$13-$14
$10-$12
$49-$30
$15-$19
$29-$20
No Response
Total
Survey Respondents: 65
Figure 23d: Average
hourly wage: Entry- level
$49-$30
$15-$19
$13-$14
$10-$12
$29-$20
No Response
Total
Survey Respondents: 65
Figure 24: Trend in
unfilled positions
Increasing
Decreasing
Staying the Same
No Response
Total
Survey Respondents: 47
Figure 25: Location of
workforce recruitment
Provincial
National

2
2
6
10
19
23
65

3%
3%
9%
15%
29%
35%
100%

Count

Percent

2
4
6
8
16
29
65

3%
6%
9%
12%
25%
45%
100%

Count

Percent

1
2
2
6
7
47
65

2%
3%
3%
9%
11%
72%
100%

Count

Percent

5
5
11
26
47

11%
11%
23%
55%
100%

Count

Percent

4
5

6%
8%

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No Response
Local
Total
Survey Respondents: 65
Figure 26: Recruitment
and retention challenges
Retention challenges
Recruitment challenges
Survey Respondents: 65
Figure 26b: Retention
Challenges
No Response
Yes
No
Total
Survey Respondents: 65
Figure 26c: Recruitment
Challenges
No Response
No
Yes
Total
Survey Respondents: 65
Figure 27: Employee
Retention Efforts
Profit-Sharing
Health & Wellness
Pensions
Benefits
Training
Bonuses
Flextime
No Response
Total
Survey Respondents: 44
Figure 28: Recruitment
Activities
Job Fairs
Training

14
42
65

22%
65%
100%

Count

Percent

17
32

26%
49%

Count

Percent

10
17
38
65

15%
26%
58%
100%

Count

Percent

8
25
32
65

12%
38%
49%
100%

Count

Percent

1
1
2
2
3
4
6
26
45

2%
2%
4%
4%
7%
9%
13%
58%
100%

Count

Percent

1
1

2%
2%

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Referrals
Recruitment Agency
Word of Mouth
Newspaper
Online Job Board
Advertising
No Response
Total
Survey Respondents: 44

1
2
2
3
4
7
30
51

2%
4%
4%
6%
8%
14%
59%
100%

Figure 29: Responses to
Current Recruitment
Count Percent
Challenge Areas
Hospitality Service
1
2%
CDL Drivers
1
2%
Construction/Contractors
1
2%
Material/Fabricators
1
2%
Food/Beverage Service
1
2%
Machine Operators
1
2%
Professional/Other
1
2%
Machinists
2
4%
Professional/Technical
2
4%
General Laborer
2
4%
Sales/Retail
3
6%
Administrative/Clerical
3
6%
Sales/Service
3
6%
Electrical/Electronics
5
10%
Mechanics
6
13%
Other
15
31%
Total
48
100%
Companies experiencing recruitment challenges:
27
Figure 29b: Responses to
Current Recruitment
Challenge Areas – “Other”
responses
Accountants
Bakers
Hairdressers
Home care providers
Lawyers
Machine Operators
Yard Technicians

Count

Percent
1
1
1
1
1
1
1

6%
6%
6%
6%
6%
6%
6%

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Mechanical engineers
1
6%
Pharmacists
1
6%
Managers
2
12%
Skilled Trades
3
18%
No Response
3
18%
Total
17
100%
Companies experiencing "Other" recruitment challenges:
15
Figure 30: Responses to
Count
Percent
Future recruitment challenges
Administrative/Clerical
1
2%
Machine Operators
1
2%
Construction/Contractors
1
2%
Hospitality Service
1
2%
Food/Beverage Service
1
2%
Maintenance
1
2%
CDL Drivers
2
4%
Sales/Service
2
4%
General Laborer
2
4%
Professional/Other
2
4%
Material/Fabricators
2
4%
Machinists
3
5%
Professional/Technical
3
5%
Electrical/Electronics
4
7%
Sales/Retail
4
7%
Mechanics
7
13%
Other
19
34%
Total
56
100%
Companies reporting future recruitment challenges:
28
Figure 30b: Future
recruitment challenges
No Response
No
Yes
Total
Survey Respondents: 65
Figure 31: Is there
anything we can do to
help overcome issues
with employee

Count

Percent

12
19
34
65

18%
29%
52%
100%

Count

Percent

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70

recruitment?
Yes
No
No Response
Total
Survey Respondents: 65

16
17
32
65

25%
26%
49%
100%

Figure 31b: Is there anything we can do to help overcome issues
with employee recruitment?: If Yes, please explain

Count

Percent

provide a better community for families

1

6%

encourage spouses to take on service jobs

1

6%

no response
14
Total
16
Companies reporting "Yes" to "Is there anything we can do to help overcome issues with
employee recruitment": 16
Figure 32: Skill Level of
Majority of Workforce
(average % of workforce)
Skilled / Professional
Semi-Skilled
Entry-Level
Survey Respondents: 65
Figure 32b: Entry-Level
Employees as % of
Workforce
75 to 100%
25 to 49%
50 to 74%
No Response
less than 25%
Total
Survey Respondents: 65
Figure 32c: Semi-Skilled
Employees as % of
Workforce
75 to 100%
No Response
50 to 74%
25 to 49%
less than 25%
Total

88%
100%

Percent
63%
27%
9%

Count

Percent

1
3
5
11
45
65

2%
5%
8%
17%
69%
100%

Count

Percent

3
11
12
13
26
65

5%
17%
18%
20%
40%
100%

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

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Survey Respondents: 65
Figure 32d: Skilled /
Professional Employees
as % of Workforce
less than 25%
25 to 49%
No Response
50 to 74%
75 to 100%
Total
Survey Respondents: 65
Figure 33: Training Budget
No Response
No
Yes
Total
Survey Respondents: 65
Figure 33b: Does the
company offer in-house
training?
No
No Response
Yes
Total
Survey Respondents: 47
Figure 33c: Does the
company use Contracted
Training?
No
No Response
Yes
Total
Survey Respondents: 47

Count

Percent

6
9
11
15
24
65

9%
14%
17%
23%
37%
100%

Count
9
22
34
65

Percent
14%
34%
52%
100%

Count

Percent

2
13
32
47

4%
28%
68%
100%

Count

Percent

9
15
23
47

19%
32%
49%
100%

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

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Figure 34: Are you aware
of any anticipated trends,
technologies, significant
changes that will be
occurring in your industry
that will require new
skills?
No Response
Yes
No
Total
Survey Respondents: 47
Figure 35: Training or
professional development
needs
Welding Apprenticeships
Heavy Duty Mechanic
Apprenticeships
Heavy Equipment Training
Sales
Warehouse Training
Business Management
First Aid and WHMIS
Total
Survey Respondents: 47
Figure 35b: Are there
areas of training or
professional development
that would be of benefit
to you or your
employees?
No Response
No
Yes
Total
Survey Respondents: 47
Figure 36: What new
training might you need
to consider in the next
five years?
Communication skills
Computer skills

Count

Percent

12
15
20
47

26%
32%
43%
100%

Count

Percent

1

6%

1

6%

1
1
1
5
6
16

6%
6%
6%
31%
38%
100%

Count

Percent

11
13
23
47

23%
28%
49%
100%

Count

Percent

1
1

1%
1%

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

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Electronics
Civil engineering
Robotics
Water management
Health and safety
Skilled Trades
Technology advances
No Response
Total
Survey Respondents: 65
Figure 37: Preferred
Modes of Training
Other
No Response
Classroom
Online/ Webinar training
Individual coaching
Total
Survey Respondents: 47
Figure 38: Usual Training
Locations
United States
British Columbia
Rest of Canada
Regional
Local
No Response
Total
Survey Respondents: 47
Union Status
Yes
Not applicable
No
Total
Survey Respondents: 47
Figure 39: Critical
considerations for
employees
No Response
Transportation

1
1
2
2
4
5
7
43
67

1%
1%
3%
3%
6%
7%
10%
64%
100%

Count

Percent

3
14
16
20
22
75

4%
19%
21%
27%
29%
100%

Count

Percent

2
3
4
9
15
24
57

4%
5%
7%
16%
26%
42%
100%

Count
7
18
22
47

Percent
15%
38%
47%
100%

Count

Percent

8
10

7%
8%

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

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Other
Child care
Cost of living
Housing
Total
Survey Respondents: 63
Figure 39b: Responses to
"Other" for Critical Issues
for Employees

15
20
32
35
120

13%
17%
27%
29%
100%

Count

Percent

Training
Buses for Children
Child Care
Cost of Living
Tax Structure
Outdoor activities
Healthcare
Flextime
Local Amenities
Affordable Housing
Total
Survey Respondents "Other": 15
Figure 39c: Location of
Employees
No Response
25-49%
0-24%
50-74%
75-100%
Total
Survey Respondents: 63
Figure 39d: Location of
Employees
75-100%
25-49%
No Response
50-74%
0-24%
Total
Survey Respondents: 63

1
1
1
1
1
1
2
2
2
2
14

7%
7%
7%
7%
7%
7%
14%
14%
14%
14%
100%

Community

%
Community

9
4
6
15
29
63

14
6
10
24
46
100%

Region
5
9
9
11
29
63

%
Region
8
14
14
17
46
100%

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

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Figure 39e: Location of
Employees

Out of
Region

25-49%
75-100%
No Response
0-24%
Total
Survey Respondents: 63

1
1
9
52
63

% Out
of
Region
2
2
14
83
99%

SALES
Figure 40: Annual Sales
over $5 million

Count
12

Percent
18%

$1million to $4.99 million

14

22%

$500,000 to $999,999
$100,000 to $499,999
Under $100,000

2
5
8

3%
8%
12%

Confidential/ no response

24

37%

Total
Survey Respondents: 65

65

100%

Count
3
7
26
29
65

Percent
5%
11%
40%
45%
100%

Count

Percent

11
4
15
17
47

23%
9%
32%
36%
100%

Figure 41: Status of Market
No Response
Decreasing
Increasing
Stable
Total
Survey Respondents: 65
Figure 42: Market Share in
Comparison to Competitors
No Response
Decreasing
Stable
Increasing
Total
Survey Respondents: 47

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

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Figure 43: Projected Sales
Growth in Upcoming Year

Count

Percent

Confidential/ no response

12

26%

Declining
100% or more
50% - 99%
25-49%
10-24%
1-9%
0%
Total
Survey Respondents: 47

1
4
0
3
12
11
4
47

2%
9%
0%
6%
26%
23%
9%
100%

Count

Percent

5
9
21
30
65

8%
14%
32%
46%
100%

Count

Percent

Figure 44: Historical Sales
Trend (at this Location)
Decreasing
Staying the same
Increasing
No Response
Total
Survey Respondents: 65
Figure 45: Historical Sales
Trend (at the Parent
Company)
Declining
Staying the same
Increasing
Not Applicable/No
response
Total
Survey Respondents: 65
Figure 46: Historical Sales
Trend (within the Industry)
Declining
Staying the same
Increasing
Not Applicable/No
response
Total

1
2
16

2%
3%
25%

46

71%

65

100%

Count

Percent

4
3
16

6%
5%
25%

42

65%

65

100%

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

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Survey Respondents: 65
Figure 47: Historical
Export Sales Trend
Declining
Staying the same
Increasing
Not Applicable/No
response
Total
Survey Respondents: 47
Figure 48: Sales
Generated by Top 3
Customers
No Response
1 - 9%
10 - 25%
26 - 50%
51 - 75%
76 - 100%
Total
Survey Respondents: 63

Count
1
1
2

2%
2%
4%

43

91%

47

100%

Count

Figure 49c: Source of
Sales (United States)
50-99%

Percent

18
12
6
4
4
19
63

Figure 49: Geographic Source
of Majority of Sales
United States
National
Provincial
International
Local
Survey Respondents: 47
Figure 49b: Source of
Sales (International)
50-99%
under 50%
0% or no answer
Total
Survey Respondents: 47

Percent

29%
19%
10%
6%
6%
30%
100%

Percent
2%
5%
13%
2%
62%

Count

Percent

1
4
42
47

Count

2%
9%
89%
100%

Percent
1

2%

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

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under 50%
0% or no answer
Total
Survey Respondents: 47
Figure 49d: Source of
Sales (National)
under 50%
0% or no answer
Total
Survey Respondents: 47
Figure 49e: Source of
Sales (Provincial)
100%
50-99%
under 50%
0% or no answer
Total
Survey Respondents: 47
Figure 49f: Source of Sales
(Local/Regional)
under 50%
0% or no answer
50-99%
100%
Total
Survey Respondents: 47
Figure 50: International
Trade Status
Export
Import
None/ not applicable
Total
Survey Respondents: 47
Figure 51: Participation in
Government Procurement
Yes
No
No Response

6
40
47

Count
13
34
47

Count
1
7
10
29
47

Count
7
10
12
18
47

Count
1
6
40
47

Count
6
14
43

13%
85%
100%

Percent
28%
72%
100%

Percent
2%
15%
21%
62%
100%

Percent
15%
21%
26%
38%
100%

Percent
2%
13%
85%
100%

Percent
10%
22%
68%

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

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Total
Survey Respondents: 63
Figure 52: Source of
Majority of Supplies
International
United States
Provincial
National
Local
Survey Respondents: 47
Figure 52b: Source of
Supplies (International)
under 50%
0% or no answer
Total
Survey Respondents: 47
Figure 52c: Source of
Supplies (United States)
50-99%
under 50%
0% or no answer
Total
Survey Respondents: 47
Figure 52d: Source of
Supplies (National)
100%
50-99%
0% or no answer
under 50%
Total
Survey Respondents: 47
Figure 52e: Source of
Supplies (Provincial)
100%
under 50%
50-99%
0% or no answer
Total
Survey Respondents: 47

63

100%

Percent
0%
9%
34%
23%
17%

Count

Percent

1
46
47

2%
98%
100%

Count

Percent

5
6
36
47

11%
13%
77%
100%

Count

Percent

2
9
17
19
47

4%
19%
36%
40%
100%

Count

Percent

2
6
17
22
47

4%
13%
36%
47%
100%

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

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Figure 52f: Source of
Supplies (Local/Regional)
50-99%
under 50%
0% or no answer
Total
Survey Respondents: 47

Count

Percent

6
13
28
47

13%
28%
60%
100%

Count

Percent

2

4%

3

6%

3

6%

Product not available here

21

44%

Other
No Response
Total
Survey Respondents: 44

3
16
48

6%
33%
100%

Figure 53: Reason for Out
of Area Purchasing
No control, head office
decision
No applicable to this
business
Higher costs locally

FACILITIES AND EQUIPMENT
Figure 54: Facility Size
20,000 sq ft or more
10,000-19,999 sq ft
5,000-9,999 sq ft
1,000 to 4,999 sq ft
Less than 1,000 sq ft
No Response
Total
Survey Respondents: 65
Figure 55: Condition of
Facility
No Response
Poor
Fair
Good
Excellent
Total

Count
3
3
8
22
15
14
65

Percent
5%
5%
12%
34%
23%
22%
100%

Count

Percent

9
3
9
16
10
47

19%
6%
19%
34%
21%
100%

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

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Survey Respondents: 47
Figure 56: Condition of
Equipment
No Response
Poor
Fair
Good
Excellent
Total
Survey Respondents: 47
Figure 57: Ownership
Status
No Response
Leased
Owned
Total
Survey Respondents: 65

Count

Percent

14
2
5
14
12
47

30%
4%
11%
30%
26%
100%

Count

Percent

9
25
31
65

14%
38%
48%
100%

Figure 58: Length of
Time Remaining on
Count
Lease
More than 5 yrs
1
3-5 yrs
4
1-2 Years
1
Less than 1 yr
6
No Response
13
Total
25
businesses that lease: 25.0
Figure 58b: Planning to
Count
renew current lease
No
4
No Response
5
Yes
16
Total
25
Businesses that lease: 25.0
Figure 59: Historical
investment trends:
Over past 18 months in
the facility
Declining
Staying the same

Percent
4%
16%
4%
24%
52%
100%

Percent
16%
20%
64%
100%

Count

Percent

1
4

2%
9%

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

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Increasing
No Response
Total
Survey Respondents: 47
Figure 60: Is there room
for expansion at this
site?
Maybe
Yes
No
No Response
Total
Survey Respondents: 65
Figure 61: Expansion
Plans (Does the
company plan to
expand in the next
three years?)
No Response
No
Yes
Total
Survey Respondents: 65

10
32
47

21%
68%
100%

Count

Percent

3
16
16
30
65

5%
25%
25%
46%
100%

Count

Percent

17
20
28
65

26%
31%
43%
100%

Figure 62: Adequacy of
Current Site for
Count
Percent
Expansion
No Response
3
11%
Inadequate
12
43%
Adequate
13
46%
Total
28
100%
Respondents planning to expand: 28
Figure 63: Does the company plan to expand in the
Count
Percent
next three years?: Will it be in this community?
No
3
11%
Yes
13
46%
No Response
12
43%
Total
28
100%
Survey Respondents answering Yes to "Does the company plan to expand in the next three years?" :
28

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

83

Figure 64: Estimated
Total Investment in
Count
Percent
Expansion
$0 - $99,000
0
0%
$100,000-$499,999
1
4%
$500,000 - $999,999
0
0%
$1-$4.9 million
2
7%
$5 - 19.9 million
0
0%
$20 million and over
1
4%
No Response
24
86%
Total
28
100%
Respondents planning to expand: 28
Figure 65: Expansion
Budget for Equipment &
Technology

Count

100%
1
40 - 99%
0
30 to 39%
2
0 - 29%
0
No Response
25
Total
28
Respondents planning to expand: 28

Percent
4%
0%
7%
0%
89%
100%

Figure 66: Expansion
Count
Percent
Budget for Real Estate
100%
1
4%
80 - 99%
0
0%
70 to 79%
1
4%
20 - 69%
0
0%
10 - 19%
1
4%
0-10%
0
0%
No Response
25
89%
Total
28
100%
Respondents planning to expand: 28
Figure 67: Size of
Count
Percent
Facility Expansion
20,000 sq ft or more
1
4%
5,000-9,999 sq ft
2
7%
No Response
25
89%
Total
28
100%
Respondents planning to expand: 28

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

84

Figure 68: Have there
been any recent facility
upgrades?
No Response
No
Yes
Total
Survey Respondents: 47
Figure 68b: Have there
been any recent facility
upgrades? If Yes,
when?: Month scale
3
6
36
24
12
No Response
Total
Survey Respondents: 47
Figure 69: Planning any
upgrades to the facility?
No Response
No
Yes
Total
Survey Respondents: 47
Figure 69b: Planning
any upgrades to the
facility? If Yes, when?:
Month scale

Count

Percent

17
8
22
47

36%
17%
47%
100%

Count

Percent

2
2
4
4
7
28
47

4%
4%
9%
9%
15%
60%
100%

Count

Percent

17
18
12
47

36%
38%
26%
100%

Count

Percent

3
1
24
1
12
1
6
2
18
2
No Response
5
Total
12
Survey Respondents answering Yes:12

8%
8%
8%
17%
17%
42%
100%

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

85

Figure 69c: If No, are
there any barriers to
upgrading you wish to
identify?

Count

Percent

Waiting on new facility
1
6%
No Response
17
94%
Total
18
100%
Survey Respondents answering no : 18
Figure 70: Barriers to
Expansion
Identifying and
accessing new markets
Problems with
Development Approvals

Count

Percent

2

5%

2

5%

Local regulations
3
(zoning)
Finance
3
Lack of skilled staff
5
No Response
7
Lack of suitable
8
premises
Other
12
Total
42
Respondents planning to expand: 28

Figure 70b: What, if
any, are the major
constraints on your
expansion? Other
(please specify)
Finding an appropriate
business partner
Labour supply
Provincial regulations,
renovations
Overhead costs of
expanding
Water & Sewer
Lack of suitable
premises
Confidence in the
economy

7%
7%
12%
17%
19%
29%
100%

Count

Percent

1

8%

1

8%

1

8%

1

8%

2

17%

3

25%

3

25%

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

86

Total
12
Survey Respondents "Other": 12

100%

Figure 71: Expansion Assistance from Support
Organization

Count

Percent

BC Ministry responsible for Economic
Development

1

4%

BC Hydro
Local Council
Chamber of Commerce
Other

1
2
2
3

4%
7%
7%
11%

Local Economic Development Office

4

14%

No Response
Total
Respondents planning to expand: 20

15
28

54%
100%

Figure 71b: Sought Expansion Assistance
Yes
No
No Response
Total
Respondents planning to expand: 20
Figure 72: Energy
Efficiency
Considerations in
Expansion Plans
No
Yes
No Response
Total
Survey Respondents: 44
Figure 73: Awareness of
BC Hydro Power Smart
No
Yes
No Response
Total
Survey Respondents: 47

Count Percent
5
7
8
20

Count

Percent

3
13
28
44

7%
30%
64%
100%

Count

Percent

7
25
15
47

15%
53%
32%
100%

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

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25%
35%
40%
100%

GOVERNMENT SERVICES

Figure 74: Rating of Government Services
Government Services
Access to Port Facilities
Access to US Border
Access to airport facilities
Access to highway/ roads
Access to markets
Access to suppliers
Availability of appropriately
zoned land
Availability of buildings for
lease or purchase
Availability of rail transport
Availability of road transport
services
Availability of warehousing
Development approval process
Disposal of waste material
Inspections /licensing
Recycling
Telecommunications (internet,
cell)

50
12
10
6
10
11

%
Not
Applicable
77%
18%
15%
9%
15%
17%

27

42%

17

26%

10

15%

11

17%

0

0%

17

26%

31

48%

10

15%

7

11%

0

0%

46

71%

5

8%

1

2%

11

17%

2

3%

13

20%

4

6%

7

11%

24

37%

17

26%

31
33
17
20
9

48%
51%
26%
31%
14%

9
9
5
4
9

14%
14%
8%
6%
14%

8
3
14
9
11

12%
5%
22%
14%
17%

12
15
22
25
26

18%
23%
34%
38%
40%

5
5
7
7
10

8%
8%
11%
11%
15%

7

11%

7

11%

11

17%

36

55%

4

6%

Not
Applicable

Poor

% Poor

5
2
19
0
4
7

8%
3%
29%
0%
6%
11%

3
5
20
6
7
14

5%
8%
31%
9%
11%
22%

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

Fair

% Fair

88

% Good

Excellent

%
Excellent

6
33
15
32
26
29

9%
51%
23%
49%
40%
45%

1
13
1
21
18
4

2%
20%
2%
32%
28%
6%

Good

Water and sewerage supply

17

26%

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

6

9%

7

11%

89

26

40%

9

14%

Figure 74b: (Relates to Please rate
the following: Access to airport
facilities...) Do you have any
suggestions on how to improve
any of the services and
infrastructure listed above?
No Response
No
Yes
Total
Survey Respondents: 47
Figure 75: Key words and
responses in respondents'
suggestions for improvements to
government services
Airport Services
Awareness of bylaws
Services available for businesses
Enforce Building Code
Water and sewage services
Improve internet services
Curbside recycling
Community driven development
approval process
Land for development
Total
Survey Respondents: 47
Figure 76: Which airport services
do you use?
No Response
Kalispell
Cranbrook
Calgary
Total
Survey Respondents: 47

Figure 77: Which airport services
do you use? What services would
you like to see at the local airport?
(where appropriate)

Count

Percent

5
16
26
47

Count

11%
34%
55%
100%

Percent
1
1
1
1
1
2
4

4%
4%
4%
4%
4%
8%
16%

5

20%

9
25

36%
100%

Count
13
11
20
25
69

Count

Percent
19%
16%
29%
36%
100%

Percent

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

90

No Response
Larger planes
More commuter flights to
Vancouver and Kelowna
Car rental services
Wider choice of
airlines/destinations
Total
Survey Respondents: 47

36
1

78%
2%

1

2%

1

2%

7

15%

46

100%

BUSINESS CLIMATE
Figure 78: Please rate
the local business
climate
Poor
Fair
Good
Excellent
No Response
Total
Survey Respondents: 65

Count

Percent
7
20
29
4
5
65

11%
31%
45%
6%
8%
100%

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

91

Figure 79: Rating of Business Climate Factors
Business Climate
Factors
BIA
Chamber of Commerce
Colleges/Universities
Community Futures
Cultural/Recreational
Amenities
Economic Development
Housing
K-12 education
Local Government
Local Tax Structure
Technical Training
Tourism services
Workforce Availability
Workforce Quality
Workforce Stability

No
Opinion
54
20
14
33

% No
Opinion
83%
31%
22%
51%

8
8
8
18
9
13
10
16
10
9
8

Poor

% Poor

Fair

% Fair

Good

% Good

Excellent

% Excellent

3
8
21
8

5%
12%
32%
12%

4
13
15
7

6%
20%
23%
11%

3
18
14
13

5%
28%
22%
20%

1
6
1
4

2%
9%
2%
6%

12%

14

22%

11

17%

23

35%

9

14%

12%
12%
28%
14%
20%
15%
25%
15%
14%
12%

12
10
9
6
5
26
11
17
9
12

18%
15%
14%
9%
8%
40%
17%
26%
14%
18%

15
27
15
16
15
16
15
22
12
12

23%
42%
23%
25%
23%
25%
23%
34%
18%
18%

26
18
19
21
25
12
15
14
24
26

40%
28%
29%
32%
38%
18%
23%
22%
37%
40%

4
2
4
13
7
1
8
2
11
7

6%
3%
6%
20%
11%
2%
12%
3%
17%
11%

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

92

Figure 80: Business
Climate Today vs. 5
Years Ago
Worse today
No opinion
No change
Better today
Total
Survey Respondents: 65
Figure 81: Business
Climate 5 Years from
Today
Will be worse
No opinion
No change
Will be better
Total
Survey Respondents: 65
Figure 82: Community's
Strengths as a Place to
do Business
Utilities
Low cost of living
Stable jobs
Diversified community
Golf course
Low property taxes
Local customer base
Business friendly
Infrastructure
Lack of competition
Supportive municipality
Loyalty
Above average
household income
Proximity to mines
Close to Alberta and
USA
Total
Survey Respondents: 65

Count

Percent
7
13
22
23
65

Count

11%
20%
34%
35%
100%

Percent
2
9
13
41
65

Count

3%
14%
20%
63%
100%

Percent
1
1
1
1
1
1
2
2
2
2
3
3

2%
2%
2%
2%
2%
2%
4%
4%
4%
4%
6%
6%

8

16%

9

18%

14

27%

51

100%

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

93

Figure 83: Community's
Weaknesses as a Place
to do Business

Count

High business tax
No community space
Competition from the
mining industry
Affordable housing
Infrastructure
Resistance to change
Healthcare
Available office space
Competition from
Alberta and USA
Transient population
Isolated location
High costs
Lack of support for small
businesses
Lack of diversification
Total
Survey Respondents: 65
Figure 84:Barriers to
Growth in Community
No Response
No
Yes
Total
Survey Respondents: 47
Figure 84b: Barriers to
Growth in Community
Business oriented
facilities
Lack of promotion
Affordable retail
locations
Competition from
Alberta and USA
Infrastructure
Availability of local
supplies

Percent
1
1

2%
2%

1

2%

2
3
3
4
4

3%
5%
5%
6%
6%

4

6%

7
8
8

11%
13%
13%

9

14%

9
64

14%
100%

Count

Percent
5
8
34
47

Count

11%
17%
72%
100%

Percent
1

3%

2

5%

2

5%

2

5%

2

5%

3

8%

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

94

Transient population
Shortages of services
Small population
Resistance to change
Land constraints
Lack of diversity
Total
Survey Respondents: 47

3
4
4
5
5
6
39

8%
10%
10%
13%
13%
15%
100%

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

95

Figure 85: Level of Service from business support providers
No
respons
e

% No
respons
e

Unable
to assist

%
Unable
to assist

44
20

70%
32%

12
3

19%
5%

2
5

3%
8%

56

89%

6

10%

0

35

56%

9

14%

39

62%

9

41

65%

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

45

Invest Kootenay
Kootenay Aboriginal
Business Advocates
Society

Business Support
Providers
Basin Business Advisors
Chamber of Commerce
College Industry
Liaison Officer
Community Futures
Continuing Education
and Workforce
Training
Economic
Development
Organization /
Commission

% Fair

Good

%
Good

Excellent

%
Excellent

1
12

2%
19%

3
17

5%
27%

1
6

2%
10%

0%

0

0%

1

2%

0

0%

3

5%

2

3%

11

17%

3

5%

14%

2

3%

5

8%

7

11%

1

2%

9

14%

2

3%

3

5%

7

11%

1

2%

71%

12

19%

2

3%

1

2%

2

3%

1

2%

46

73%

13

21%

2

3%

1

2%

1

2%

0

0%

44

70%

13

21%

2

3%

1

2%

3

5%

0

0%

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

Poor

% Poor

Fair

96

National Research
Council Industrial
Research Assistance

56

89%

6

10%

0

0%

0

0%

1

2%

0

0%

Scientific Research and
Experimental
Development Tax
Incentive Program

55

87%

7

11%

0

0%

0

0%

1

2%

0

0%

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

97

Figure 86: Are there
suppliers you think
could locate in this
region?
No
Yes
No Response
Total
Survey Respondents: 47
Figure 86b: Are there
suppliers you think
could locate in this
region?: If Yes, please
list
Forestry supply
companies
Retail stores
Hotel chains
Electrical suppliers
Grocery stores
Mining supply
companies
No Response
Total
Survey Respondents: 47
Figure 87: Do you
supply your products or
services to any
company in the
community or region?
No
Yes
No Response
Total
Survey Respondents: 47
Figure 88: What sectors,
business or industry do
you think the
community should try
to attract?
No
No Response

Count

Percent
11
15
21
47

Count

23%
32%
45%
100%

Percent

1

2%

1
1
2
3

2%
2%
4%
6%

6

13%

34
48

71%
100%

Count

Percent

1
31
15
47

Count

2%
66%
32%
100%

Percent

1
18

2%
28%

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

98

Yes
Total
Survey Respondents: 65
Figure 88b: What
sectors, business or
industry do you think
the community should
try to attract?: If Yes,
please list
Recycling
Education
Housing
Hotels
Retail Stores
Restaurants
Tourism
Manufacturing
Total
Survey Respondents: 65

46
65

Count

71%
100%

Percent

1
1
3
3
7
13
13
13
54

2%
2%
6%
6%
13%
24%
24%
24%
100%

Figure 89: Importance of Business Competitiveness Factors

Not
applicable

% Not
applicabl
e

Not
important
at all or
not very
important

% Not
important
at all or
not very
important

Somewhat
important,
very
important

%
Somewhat
important,
very
important

19

43%

14

32%

11

25%

11

25%

12

27%

21

48%

Add or change in
business, products or
services

8

18%

8

18%

28

64%

Affordable
shipping/freight

12

27%

6

14%

26

59%

Availability of
telecommunications
infrastructure and
services

5

11%

3

7%

36

82%

8

18%

12

27%

24

55%

10

23%

11

25%

23

52%

Importance of Business
Competitiveness
Factors
Access to exporting and
international markets
Accessing capital

Energy costs
Exchange rate for
Canadian dollar

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

99

Expansion of workforce
employees

6

14%

11

25%

27

61%

Improvement business
management

9

20%

5

11%

30

68%

Improvement of
customer services

8

18%

1

2%

35

80%

Improving worker
productivity

7

16%

7

16%

30

68%

New market
development locally

7

16%

9

20%

28

64%

New market
development outside of
region

8

18%

16

36%

20

45%

New product research
and development

9

20%

8

18%

27

61%

Reliable air
transportation

13

30%

19

43%

12

27%

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

9

20%

12

27%

23

52%

8

18%

14

32%

22

50%

9

20%

15

34%

20

45%

6

14%

4

9%

34

77%

7

16%

8

18%

29

66%

Water/sewer
availability
Water/sewer costs
Workforce skill
development
Workplace health and
safety
Survey Respondents: 44

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

100

Figure 90: Performance on Key Productivity Drivers
Performance on Key
Productivity Drivers

Not
% Not
Applicable Applicable

Poor

%
Poor

Fair

%
Fair

Good

%
Good

Excellent

%
Excellent

Innovation & the use of
technology

17

39%

2

5%

5

11%

12

27%

8

18%

Investing in people and
skills

18

41%

0

0%

4

9%

12

27%

10

23%

Leadership and
management capacity

17

39%

1

2%

1

2%

15

34%

10

23%

Measuring impact of
productivity efforts/
investments

19

43%

0

0%

6

14%

13

30%

6

14%

Networking and
collaboration with other
businesses

18

41%

1

2%

6

14%

12

27%

7

16%

Organizing work
(structures & processes)

17

39%

0

0%

4

9%

17

39%

6

14%

17

39%

0

0%

1

2%

16

36%

10

23%

Productive workplace
culture
Survey Respondents: 44

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

101

Figure 91: Economic
Drivers with Greatest
Potential for Growth

Count

Arts
Technology-based
businesses
Education
Finance

2

1%

2

1%

2
1

1%
1%

2

1%

1

1%

2

1%

3

2%

4

3%

7

4%

11

7%

19
31
34
37
158

12%
20%
22%
23%
100%

Other niche service
businesses (e.g. services
to seniors)
Government
culture and creative
businesses
Health & wellness
Green or environmental
businesses
Manufacturing
Relocation of people
from urban centres
Forestry
Construction
Tourism
Other
Total
Survey Respondents: 63
Figure 91b: Please
indicate which
economic drivers have
the greatest potential
for growth in the region
over the next 5 to 10
years. (please pick top
3): If Other please
specify
Restaurants
Retail
No Response
Mining
Total
Survey Respondents: 44

Percent

Count

Percent

1
1
18
25
45

2%
2%
40%
56%
100%

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

102

Figure 92: Impacted by
Proximity to Alberta
No Response
No
Yes
Total
Survey Respondents: 44

Count

Percent
11
14
19
44

25%
32%
43%
100%

Figure 92b: Impact of
Proximity to Alberta
Count
Percent
Comments
Transport regulations
1
5%
Access to Equipment
1
5%
Negative impact
2
10%
Lower cost supplies
2
10%
Access to skilled trades
2
10%
Positive impact
4
19%
Better shopping
4
19%
Competition
5
24%
Total
21
100%
Companies impacted by proximity to Alberta: 19

ASSESSMENT AND PLANS
Figure 93: Facility's
Overall Health
Not applicable
Fair
Good
Excellent
Total
Survey Respondents: 47
Figure 94: Parent
Company Health
Not applicable
Poor
Fair
Good
Excellent
Total
Survey Respondents: 47

Count

Percent

10
1
21
15
47

21%
2%
45%
32%
100%

Count

Percent

27
1
1
6
12
47

57%
2%
2%
13%
26%
100%

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

103

Figure 95: Local
Management's Attitude
Towards Community
Not applicable
Poor
Good
Excellent
Total
Survey Respondents: 47
Figure 96: Parent
Company's Attitude
Towards Community
Not applicable
Poor
Good
Excellent
Total
Survey Respondents: 47
Figure 97: Risk of Facility
Closing
High
Moderate
Low
Total
Survey Respondents: 65

Figure 98: Risk of Facility
Downsizing
High
Moderate
Low
Total
Survey Respondents: 65

Count

Percent

11
1
11
24
47

23%
2%
23%
51%
100%

Count

Percent

27
2
8
10
47

57%
4%
17%
21%
100%

Count

Percent

1
8
44
53

2%
15%
83%
100%

Count

Percent

1
5
40
46

2%
11%
87%
100%

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

104