EDABC Economic Recovery Team March 26-28, 2012ecdev.burnslake.ca/wp-content/uploads/2014/03/edabc-swot-final-bu… · The SWOT Analysis provides an inventory of the area’s strengths,

EDABC ECONOMIC RECOVERY TEAM

MARCH 26-28, 2012

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The Economic Development Association of BC

would like to thank the Ministry of Jobs, Tourism

and Innovation for working with us on the exciting

initiative. We would also like to thank the Village

of Burns Lake, the Regional District of Bulkley-

Nechako, the area First Nations and local

residents for the impressive showing of support

and hospitality for our team. Our team members

have indicated that this exercise was one of the

most satisfying initiatives that they have

undertaken.

We would also like to thank our team members and

the communities and organizations that they

represent. Without your support we could not have

provided this assistance. You have really shown what

economic development is all about and that you

recognize that your boundaries cover all of BC not

just your individual communities. Together we can

make a difference and I hope we have.

Dale Wheeldon, CEO, EDABC

This document was prepared by the Economic Development Association of BC. While every effort has been

taken in the compilation of this information to ensure that it is accurate at the time of publication neither

EDABC or any person acting on their behalf accepts warranty or liability from incorrect, incomplete or

misleading information or its improper use.

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TABLE OF CONTENTS INTRODUCTION ..........................................................................................................................................................4

THE INITIATIVE ............................................................................................................................................................5

STAKEHOLDER AND COMMUNITY ENGAGEMENT .....................................................................................................6

THE RESULTS ...............................................................................................................................................................8

SWOT ......................................................................................................................................................................8

What is SWOT Analysis? .........................................................................................................................................8

Key SWOT Findings .............................................................................................................................................9

Factors ................................................................................................................................................................. 10

Summary of Strengths and Weaknesses ......................................................................................................... 10

RECOMMENDATIONS .............................................................................................................................................. 13

Recommendation 1: Support Existing Business Community.............................................................................. 13

Recommendation 2: Establish a Business Retention and Expansion Program ................................................... 14

Recommendation 3: Complete Economic Development Training for Local Government Leaders .................... 14

Recommendation 4: Improve Community Infrastructure to Support Business and Industry Growth .............. 15

Recommendation 5: Identify Land for Future Development ............................................................................. 15

Recommendation 6: Support Initiatives of the Province of BC to Resolve Fibre Issues and to Expand Resource

Industry Opportunities ........................................................................................................................................ 16

Recommendation 7: Build Stronger Relationships with Area First Nations ....................................................... 16

Recommendation 8: Establish Workforce Development Programs ................................................................... 17

Recommendation 9: Develop a Strong Communication Program ..................................................................... 17

Recommendation 10: Capitalize on Exposure/Supports Generated from Babine Fire....................................... 18

Recommendation 11: Support the Provincial Tourism Initiative ....................................................................... 18

Recommendation 12: Development of a Toolkit of Economic Development Resources .................................. 19

Recommendation 13: Develop an Economic Development Strategy ................................................................ 19

Recommendation 14: Hiring of an Economic Development Officer .................................................................. 20

Recommendation 15 (Provincial): Work with EDABC to Establish an Economic Recovery Team Program

Managed by EDABC for Future Economic Disasters ............................................................................................ 20

APPENDIX A - EDABC ECONOMIC RECOVERY TEAM EXPERTS ................................................................................ 21

Dale Wheeldon, CEO, EDABC........................................................................................................................... 21

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Ashleigh Brewer, Director of Member Initiatives, EDABC ............................................................................... 21

Sandra Lemmon, Regional Economic Development officer, NPEDC ............................................................... 21

Sue Kenny, General manager, CFPL ................................................................................................................. 22

Scott Randolph, Manager, Economic Development, PRREDS ......................................................................... 22

Ingrid Jarrett, Chair Thompson Okanagan Tourism Association ..................................................................... 22

David Munro, Manager Economic Development, City of Coquitlam .............................................................. 23

Lana Fitt, Economic Development Manager, SAEDS ....................................................................................... 23

APPENDIX B - BC BUSINESS COUNTS INTERVIEWS .................................................................................................. 24

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EDABC ECONOMIC RECOVERY TEAM

MARCH 26-28, 2012

INTRODUCTION

On January 20, 2012, a devastating fire destroyed the Babine Forest Products

Sawmill, taking two lives and injuring many others. The fire also destroyed

the primary economic generator for the community and neighbouring First

Nation communities.

Burns Lake is located in the heart of Northern British Columbia, about 222 km

west of Prince George, on Highway 16. The Village has a diverse population of

3, 649 residents (including Burns Lake Band and Lake Babine Nation) and

serves a surrounding area of approximately 10,000 residents in the Regional

District of Bulkley-Nechako.

The Babine Forest Products sawmill is a joint venture operated by Hampton

Affiliates of Portland, Oregon and the Burns Lake Native Development Corporation of Burns Lake. At the time of

the fire, it is estimated that the sawmill employed in excess of 250 local residents in addition to numerous

others employed in related support activities.

The loss of the primary private sector employer by fire has had, and will continue to have for the foreseeable

future, a devastating impact to small businesses in the area and to local residents. Like any small community,

the loss of a major employer can create some economic uncertainty. However, the strong and quick response

by the Province of British Columbia and other stakeholders will help to ensure that the community recovers and

perhaps creates an even stronger economic future.

“We want stability for the community" Hon. Pat Bell, Minister of Jobs, Tourism and Innovation"

"I am proud of the work that has been done but I also know that it is just the beginning." Burns Lake Mayor Luke Strimbold

"We are pleased that all levels of government have come together to respond to the needs of Burns Lake and to move our community forward together.” Regional District of Bulkley-Nechako Chair Bill Miller

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THE INITIATIVE

The Economic Development Association of BC (EDABC) is made up of experienced economic development

practitioners from every region of the Province of British Columbia. Whether it’s a small community or a large

urban centre, the practitioners involved carry a varying degree of skills that combined can provide some

significant knowledge and background to help any community start the process of overcoming an economic

disaster.

The EDABC, after discussions with the Honourable Minister Pat Bell, established an Economic Recovery

Volunteer Pilot Program (Economic Recovery Team) for Burns Lake. This team was made up of volunteers from

varying communities around BC. It should be noted that team members for the most part took holidays to be

part of this initiative and covered their own costs to participate. A complete list of the participants can be

found in Appendix A.

This program, which could be considered a pilot for future economic disasters, deployed experienced economic

development professionals from around the Province to Burns Lake to assess the situation from an economic

development perspective. The objective of the program was to increase the post-disaster survival rate of small

and medium-sized businesses and assist with long-term economic recovery for the community.

This work was undertaken as part of the regional collaboration underway on the Burns Lake community

transition response. Coordination of on the ground efforts is managed through the Burns Lake Recovery

Working Group (BLRWG), comprised of the Village of Burns Lake, the Regional District of Bulkley Nechako,

Northern Development Initiative Trust and the Province (JTI). The BLRWG has developed a draft community

transition framework that will identify short, medium and long term strategies and actions in four areas:

Economic Development

Worker Transistion

Community and First Nations Support

Timber Supply Review

The Economic Development Working Group includes a multi-stakeholder Economic Development Team to

develop the economic development strategies and actions within the framework, for which EDABC’s economic

recovery analysis and recommendations will be a key short-term deliverable.

This report should not be seen as an "Economic Development Strategy" but more as a primer to help the

community and region in the short term and to get started on a much longer term initiative to support an

economic development program.

It should also be noted that wherever the word "Community" is used in this report that we are not only referring

to the Village of Burns Lake but also to the immediate Regional District areas and local First Nations.

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STAKEHOLDER AND COMMUNITY ENGAGEMENT

As a part of this initiative the team completed over two full days an extensive public and stakeholder

consultation process. Several methods were used to engage and solicit input and feedback from the business

community and residents. This included:

Conducting focus group discussions with various sector stakeholders

Using BC Business Counts to gather input from local businesses (Appendix B)

Meeting with local and regional government representatives (elected and staff)

Focus group discussion with Economic Development Groups

Meetings with Provincial Staff

Town Hall Meeting

Approximately 150 individuals participated in or had direct input during the public consultation process.

Several trends were identified throughout these meetings, including several concerns but also a feeling of

optimism. These included:

A sense that local government is doing a good job of managing the situation

A feeling that Economic Development must be better focused and a new direction considered

A feeling that the mill will reopen and that solutions will be found

A feeling that the community has opportunities to grow

A desire to pursue Joint Ventures with First Nations and Industry

In the business interviews a number of key priorities and issues were identified. A more detailed report on the

findings can be found as Appendix B. The following highlights some of the key items.

Expansion possibilities/plans in the next one to three years - some immediate

Workforce availability is an issue (shortage)

Lack of Industrial and Commercial lands could restrict expansion and attraction of new

industry

Lack of collaboration between economic development groups in area

No recycling programs

Poor telecommunications and broadband infrastructure

Need for increased Local government communications

Slow development approval process

Town Hall Meeting and Sector Group Discussion

Forestry: A number of items identified. The main focus was on bio fuels and the reopening of

the Mill.

Capitalizing on the exposure coming from the Babine Mill fire. This included items like the

hospital, arena funding, etc.

Mining: Develop, encourage and expand local supply capacities to service mining expansion.

Tourism:

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o Main issue for the short term was to improve communications and to build partnerships

and to support the Tourism initiative of the Ministry. We wanted primarily to lay a

foundation of support for the broader planning initiative.

o Improve the arrival experience and signage.

o Support and expand Aboriginal Tourism opportunities.

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THE RESULTS

SWOT

One of the outcomes of this initiative was to identify economic strengths, weaknesses, opportunities and threats

(SWOT). The information was gained through various methods but primarily through the stakeholder and

community engagement phase.

The SWOT Analysis provides an inventory of the area’s strengths, weaknesses, opportunities, and threats

(SWOT) and assesses the degree to which each economic factor supports future growth. The findings in this

analysis, combined with other research are generally used to assist in developing recommendations for inclusion

in an overall strategic economic development plan. It is suspected that this initial analysis will be used during

the development of a much more comprehensive plan.

Observations in this report are based on significant consultation collected from local citizens, businesses, and

local and regional government staff. Analyzing the perception that residents and businesses in the region have

is an important step as it directly relates to how well the region conveys its strengths, or tells its economic

development story.

Generally a SWOT would be broken down into different areas (Tourism, Business Development, etc), however,

for the purposes of this project we have only developed one, the overall community/region.

It is important for the region to be aware of its strengths and opportunities to be able to expand upon them. At

the same time they need to be aware of its threats and weaknesses. It is only through understanding the SWOT

of a community or region that programs can be developed to adjust and proactively work towards a resolution

that will increase opportunities.

Overall, through our research, it has been determined that the Burns Lake and region’s strengths far exceed the

weaknesses or threats. It is important however to recognize that some of these weaknesses are significant and

need to be overcome on order to capitalize on the strengths that have been identified. Failure to do this can

result in not achieving the region’s goals towards a sustainable economy. The key will be to also communicate

these strengths to ensure that the perception of the region is improved.

What is SWOT Analysis?

A scan of the internal and external environment is an important part of the economic development strategic

planning process. Environmental factors internal to the city or community being reviewed usually can be

classified as Strengths (S) or Weaknesses (W) and those external to the city can be classified as Opportunities (O)

or Threats (T). This analysis of the strategic environment is referred to as SWOT Analysis.

The SWOT Analysis provides information that is helpful in matching the city or community’s resources and

capabilities to the competitive environment in which it operates. As such, it is instrumental in strategy

formulation and selection. The following diagram shows how a SWOT Analysis fits into an environmental scan.

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ENVIRONMENTAL SCAN

Internal Analysis External Analysis

Strengths Weaknesses Opportunities Threats

We have characterized our “SWOT Analysis” in these terms:

STRENGTHS

Positive

Local/Regional

Internally

OPPORTUNITIES

Positive

Local/Internally

External

WEAKNESSES

Negative

Negative Local/Regional

Externally

THREATS

Negative

Internally/Regional

Provincial/Federal/International

Strengths (Positive, Local/Regional/Internally): Positive attributes currently present in the Burns Lake region, particularly in comparison to competitors.

Weaknesses (Negative, Local/Regional/Internally): Local issues or characteristics that limit the current or future growth opportunities for the area.

Opportunities (Positive, Local/Internally with External impacts): Areas where the area can remedy its weaknesses (learning from others, regional/provincial/national change, aggressive marketing, targeted investment, etc.)

Threats (Negative, Internally/Regional/Provincial/Federal/International): Trends that threaten the areas future and attractiveness to new industry, from local weaknesses or external threats.

KEY SWOT FINDINGS We have identified several key ingredients that are vital to creating a sustainable economy:

Communication amongst stakeholders

Dedicated economic development resources

Extensive opportunities amongst First Nation communities

Strong support for resource industries (mining, forestry and agriculture)

Opportunities for tourism

Community infrastructure

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Factors

SUMMARY OF STRENGTHS AND WEAKNESSES The following tables summarize the discussions held with the community as well findings of the EDABC

Economic Recovery Team, and as such reflect community members perceptions of the topics discussed. The

following lists are not prioritized but rather the combination of comments received in relation to each heading.

Business Development/Retail/Community

Strengths Weaknesses

Affordable real estate prices

Innovative, Niche and Artisan businesses

Revitalized chamber

Entrepreneurial spirit

Distance from other centers

No competing with big box stores

Community involvement and support

Partnerships among first nations

Downtown business revitalization

Small community

People – human capacity

Transportation corridor

Railway

Post secondary

Available land

Airport

Involvement of Senior levels of government

Large trade area

National/ international attention and awareness

Small retail and service sectors (no competition)

Limited population

Access to health care services

Absence of Community Futures

Brain/ youth drain

Hwy 16 corridor- through city center

Limited industrial/ commercial lands

Aging industrial / commercial buildings

Lack of joint ventures with first nations

Housing (availability and cost)

Skilled workforce

No structured economic development program

Lack of tourism infrastructure

Community image

Disposable income

Provincial and local regulations (cost of doing business)

Suppliers freight costs/ transport

Complacency- no desire to start businesses

Community marketing- to outsiders

Economic leakage to larger centres

Opportunities Threats

BR+E Program

Develop Community Profile

Complete a Land Inventory

Increase Marketing for new Investments

Develop Regional Partnerships between communities, rural areas and First Nations

Entrepreneurship Initiatives

Boundary expansions Expansion of retail sector

Economic Development Program

Airport Development ex. Relations with flying companies

Government involvement- funding

Customer service training

Shop local program (business and consumer)

P3 partnerships- infrastructure

Lack of broadband

Encourage immigration

Seniors residence

CNC Program Expansion

Lack of high earning jobs

Residents relocating for work

Loss of youth

Loss of shopping

Lack of business support

Lack of Collaboration

Not enough meetings/ conference space

Community capacity- human capital

Available resources

Vandalism

No focused economic development department for

community

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Mining/Forestry/Agriculture


Employment Opportunities

Production and exploration growth

Pipeline jobs

Pro Development attitude

Central location

BC Jobs Plan

Business Directory

Value Added Forestry

Transportation (Port/Rail/Air/Hwy)

Labour Supply

Species Diversification

Bio Energy materials

Access to fibre

Cattle Production

Cool Climate

Vegetable Farming

Market Gardens

Affordable Land

Abundance of Water

First Nations

Power Supply

Telecommunications (broadband)

Recreational Services

Poor north/south transportation

Lack of Health Care (physicians)

Demographics (youth retention)

Commodity vulnerabilities

Approval processes (all levels)

Retraining opportunities

Midterm timber supply

Lack of partnerships between industry/business and education providers

Lack of an Abattoir

Cost of services and supplies

Lack of diversity

Small town boundaries

Beetle kill

Limited tax base

Lack of land for new development


Joint Ventures with First Nations

Bio-Energy

Value added Forest Products

Birch Wine

Attraction of mining test/lab company

Develop and Expand training programs

Organic Agriculture

Green House using waste heat

Co-op Developments

Value added food production

Agri Tourism

Service/supply opportunities

Babine Forest Products

Decrease in population and loss of work force

Loss of Trades

Aging demographics

Silo Mentality - not working together

Mining Volatility

Lack of unity

Rural vs Urban disconnect

Forest Fires (76% of timber is dead)

Super Mills competition

Lack of Stability (political) of all levels of government

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Tourism/Recreation/Arts and Culture


Lakes

Fresh and Clean air

Outdoor recreation (hiking, fishing, golf, etc)

Winter recreation

Arena

Safe environment

Four complete seasons


College

Accommodations

Rodeo

Service Clubs

Seniors Groups

Cost of Living

Mining

Undeveloped winter and summer tourism


No formal tourism or economic development function

Lack of signage

Limited marketing

Don't consider tourism as an opportunity

Inadequate supply of quality Accommodations

Restaurants

Lack of RV Camping locations

Downtown in need of improvement

Undeveloped aboriginal tourism products

Limited Tax Base


Seniors residence

Aboriginal tourism culture development

Waterfront development

Trail System

Website

College Courses supporting tourism

Interpretive Centre

Arrival Experiences

Town Maps

Regional partnerships

Increased Communication

Grow too fast

Limited Tax Base

Lack of Partnerships

Reluctance to change

Unskilled labour force

Land Use issues

Pine Beetle recovery uncertainty

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RECOMMENDATIONS

The EDABC primarily focused on economic development issues or issue that most impact job retention and

growth. These included business development, business retention and expansion, local government role,

strategic planning, communications and partnerships. Although the team considers the loss of the Babine Forest

Products a major setback for the community, they also believe that by working together on finding solutions to

other issues that the community will not only recover but also expand employment opportunities.

It must be noted that in a traditional economic development strategy the community would get an extensive

table outlining key steps that should be taken to carry out specific initiatives. In the essence of time this table

has not been produced however it should be expected as you implement recommendation #13, Develop an

Economic Development Strategy.

The following recommendations are not shown in order of importance or in the order they should be

implemented. The team, however, does believe that recommendation #14, Hiring of an Economic Development

Officer, followed by #13, Develop an Economic Development Strategy be placed as immediate priorities.

Recommendation 1: Support Existing Business Community

Small business is the backbone of local economies. Unlike larger businesses, they typically lack the resources to

withstand a few weeks of disruption. Therefore, the team believes that small business support is the primary

short-term need for economic recovery in order to ensure that those local businesses are still there when the

mill reopens. Several initiatives can be undertaken to ensure that these business remain a vibrant part of the

community.

Actions:

1. Develop training programs on how to access purchasing opportunities within the mining sector.

2. Host a regional seminar with SME Canada (Public Works Canada) on how to bid on government

procurement opportunities.

3. Establish a short term small business support centre with the Regional District office where

businesses can find out about any support programs that may be available (training, financing, etc).

This could be done by updating existing information on the Regional District Website and dedicating

a portion of the brochure rack to Business Resources.

4. Develop a communications program for local lenders so that they are aware of the steps being taken

in the community to rebuild the economy and encourage them to support local businesses during

the transition.

5. Develop training for service/supply companies to support existing mining activities.

6. Host a session for businesses about the BC Venture Capital Program

7. Continue with the plans for Downtown Revitalization and encourage increased financial

participation from the Province of BC and other partners.

Partners:

Governments of British Columbia and Canada

Local Governemnts (Village and Regional District)

Community Futures, Local Banks and Credit Unions (VanCity and others)

http://www.jti.gov.bc.ca/ICP/vcp/index.htm

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Recommendation 2: Establish a Business Retention and Expansion Program

A BRE program seeks to identify and understand the issues and obstacles faced by a variety of local businesses in

the Region, through a series of detailed surveys and interviews. The program will assist in understanding the

immediate concerns among local businesses, seeking to improve the collective efforts in retaining and

encouraging growth. Once the core issues and obstacles are addressed within the Region, the business climate

is bound to improve. Upon witnessing a successful business climate, this program will assist in marketing and

attracting new business and investment into the Burns Lake region and will therefore allow for an increased

provision of stable and sustainable employment opportunities for current and future residents.

Following the loss of the mill, EDABC responded quickly and provided the community with a license for BC

Business Counts. The program is offered through a partnership with the Economic Development Association of

BC, BC Hydro and the Ministry of Jobs, Tourism and Innovation.

Actions:

1. Review the information gathered as part of the interviews with local businesses by the EDABC

Recovery Team and identify the businesses that have indicated expansion.

2. Establish a rapid response team of local and regional government to work with those companies

that have indicated opportunities for expansion or are at risk of closing. This could provide

assistance in sending referrals to other agencies, facilitating discussions to speed up approval

processes where possible, or creating linkages to other businesses.

3. Using the BC Business Counts program, complete additional interviews with businesses/industry in

the entire community to identify issues, challenges and opportunities.

Partners:

Local Governments (First Nations, Village and Regional District)

College

Province of BC

Recommendation 3: Economic Development Training for Local Government Leaders

A lack of understanding of what economic development can achieve and how fast is sometimes one of the

biggest challenges facing those involved in economic development. EDABC has established a course to train

elected officials and senior staff on what is all involved in economic development. As part of the EDABC efforts

to assist Burns Lake, they have offered to provide this course at no charge (cost is normally $3500).

Actions:

1. Contact EDABC to establish a date in late June to have this course. Invite the Regional District and

area First Nations to be part of this training.

Partners:

Village of Burns Lake

Regional District of Bulkley-Nechako

First Nations

EDABC

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Recommendation 4: Improve Community Infrastructure to Support Business and Industry

Growth

Lack of infrastructure is one of the biggest impediments to future growth. In many cases the team heard stories

about the lack of water and sewer to industrial areas, lack of broadband, and the shortage of three phase power

for industrial growth. Before efforts can be taken to encourage new industry these issues must be resolved.

With the attention being given to Burns Lake proactive measures should be taken to encourage provincial and

federal partners to come to the table to help resolve these issues.

Actions:

1. Establish a plan to provide water and sewer services infrastructure to existing industrial land.

2. Discuss with BC Hydro about the need to expand three phase power to Southside and other areas in

and around Burns Lake. Encourage joint initiatives with First Nations and Industry to help pay for

the expansion of these services.

3. Discuss with TELUS about the need to support the community by expanding the broadband network

to include Burns Lake and area.

Partners:

BC Hydro

Telus

Province of BC


First Nations


Recommendation 5: Identify Land for Future Development

A number of businesses identified opportunities for expansion during the interviews. In addition, the

community wants to take steps to attract new industry. In order to accommodate this growth additional land

(with infrastructure) must be identified. With the attention being given to the Burns Lake area and with the

support of senior levels of government opportunities may exist to identify potential ALR lands for removal and

or targeted industry (agri-food, abattoir, etc).

Actions:

1. Work with the Agricultural Land Commission to identify lands for exclusion or permitted use.

2. Work with First Nations to identify opportunities for land development.

3. Complete a detailed land inventory of existing industrial and commercial land and buildings

available for development.

Partners:

Agricultural Land Commission


First Nations

Province of BC

Local Real Estate Agencies

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Recommendation 6: Support Initiatives of the Province of BC to Resolve Fibre Issues and to

Expand Resource Industry Opportunities

In order to support the rebuilding of the Babine Mill, the Province of BC is working on a number of initiatives to

resolve the need for the reallocation of fibre. The EDABC Team has been fully briefed on these steps and

believes that the Province is heading in the right direction with what seems to be a sensible solution. While no

specific actions are identified we believe that every effort must be made by local and regional governments to

ensure that the needs of industry are met and that where support is needed that it be provided.

We do suggest that serious consideration be given to support various value added and BioFuel opportunities.

Initiatives like those proposed by Aspenware and by Core BioFuel Inc (examples only) will provide significant

employment opportunities as well as the needed tax base to support expansion of community infrastructure.

Recommendation 7: Build Stronger Relationships with Area First Nations

It was clear in discussions with local businesses, industry, and local residents that more must be done to

strengthen the relationships with area First Nations. There is a strong recognition of the important role that

First Nations play in the community and the creation of a strong economic future. While we were unable to

meet with all of the area First Nations due to scheduling conflicts, the team sensed a willingness by First Nations

to explore opportunities for partnership where everyone can benefit from successful projects. One starting

point is the establishment of Community Accords. It is important for local and regional governments to

recognize the need to develop better relationships and work together more closely on community and land use

planning and other areas of mutual interest. There is strong interest in improved intergovernmental relations

and joint planning. The Village of Burns Lake, the Regional District and the area First Nations have an

opportunity through a community accord and a protocol agreement on culture, heritage and economic

development to lead the way in sustaining an intergovernmental relationship. This can lead to a string potential

to create new economic opportunities.

Actions:

1. Incorporate First Nations culture as part of the downtown revitalization initiative by partnering with

First Nations.

2. Support the Burns Lake First Nations initiative to develop the "Gathering Place" and encourage the

involvement of all area First Nations in the initiative.

3. Support the attraction of First Nation Conferences and other events to the community.

4. Establish "Community Accords" with all area First Nations that identifies areas of partnership.

5. Develop a First Nation Sensitivity training session with local government, business and industry.

Partners:



First Nations

Province of BC

Government of Canada

Industry

Chamber of Commerce

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Recommendation 8: Establish Workforce Development Programs

The College of New Caledonia is doing a good job of developing and delivering programs to retrain those

workers impacted by the fire and also those individuals who were already underemployed or unemployed. The

College and the Worker Transition Team that has been assembled as part of the Burns Lake Recovery Response

could work more broadly with the data collected through business interviews and discussions with industry to

improve the services offered and address critical gaps in service.

It was also mentioned that the community is short of physicians and other medical staff. It is common in the

economic development industry for communities to work with industry and health care professionals to develop

programs and initiatives that can encourage the attraction of skilled workers and health care professionals. The

team also discovered that in some cases EI claims had not yet been processed for some of the impacted workers

from the Babine Mill.

Actions:

1. Resolve any issues around outstanding EI claims

2. Develop tools to use in the attraction of new skilled labour (Community Relocation packages)

3. Work with the local hospital to establish programs to attract Physicians and other health care

professionals

4. Support the College of New Caledonia with promoting established programs and developing

additional programs to meet the needs of local businesses and industry. Use data and information

collected through business interviews.

Partners:

College of New Caledonia

Province of BC

Government of Canada

First Nations

Local and regional government

Recommendation 9: Develop a Strong Communication Program

One of the biggest weaknesses identified in each meeting was the lack of communication between local and

regional governments and the community. Communication of economic development is vital to the success of

the various initiatives. The goal is to identify fundamental ways elected officials, First Nations, organizations,

businesses and the general public, can become informed and become advocates of economic development.

They can and should actively participate in and support strategies that make sense within the area. This cannot

be accomplished without providing the necessary information about what economic development is, what is

does for the area and the connection between economic development and other local government policies, the

business community and other stakeholders and partners. It was evident that the community was not

completely aware of the extensive work being carried out by the Province of BC, local and regional government

and other partners to overcome some of the challenges. This includes the work and support being provided by

the Northern Development Initiative Trust. In order to ensure that these efforts are recognized all efforts must

be taken to increase communication. It should also be noted that the issue of communication was there prior to

the loss of the mill.

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Actions:

1. Develop a comprehensive communications strategy to keep area residents and businesses informed

of initiatives being undertaken in the community. This should include an opt-in e-newsletter.

Partners:

NDIT

Province of BC


Regional District of Bulkley Nechako

Burns Lake Native Development Corporation

First Nations

Recommendation 10: Capitalize on Exposure/Supports Generated from Babine Fire

Burns Lake has likely never captured such a high level of attention prior to the unfortunate events on January

20. However, the community has also made a strong statement that it will recover and build a stronger more

vibrant community for the future. In order to enhance this goal the community has a unique opportunity to

capitalize on the exposure generated. Working together with all levels of government the area can and should

push to achieve projects that will help them achieve their goals, including:

Investment Attraction

Infrastructure Development, including

o Water/Sewer expansion

o Rebuilding of Babine Forest Products

o Arena Upgrades

o New Hospital

Job Creation

Recommendation 11: Support the Provincial Tourism Initiative

The Province of BC, through Peter Harrison, Director Partnership Marketing for Tourism British Columbia, is

completing a situational analysis of Tourism along with the development of a plan to expand the Tourism

potential of Burns Lake and area. The EDABC Economic Recovery Team is in full support of this initiative. It was

clear in our discussions and in the tour of the community that the tourism potential of the region has been

overlooked. Tourism should not be looked at as an economic savior but as one of the pieces towards a

sustainable community. Lack of coordination, no inventory of assets and the working in silos were all identified

as major impediments to the growth of tourism in the area. EDABC would be pleased to provide input into the

Ministry initiative upon request.

Action:

1. Support Provincial Tourism Initiative

2. Improve Community Arrival Experience and Signage

3. Support and Encourage Aboriginal Tourism Initiatives (including having Aboriginal Art available at

Visitor Information Centre)

19

Recommendation 12: Development of a Toolkit of Economic Development Resources

In the research carried out prior to visiting Burns Lake, the team discovered that a lack of coordinated

information was available. It is critical that for the community to meet current and future demand for

information that these materials be developed.

A community profile is usually the first piece of information that a prospective investor, business or site

selection consultant will look for regarding a community’s potential suitability. NDIT, provides assistance to

produce a Site Selector Profile (titled Investment Readiness), however the information provided in this profile

does not provide all the information in the manner that a community profile will. These profiles originally

started by EDABC and Linx BC were intended to be used for responding to specific questions provided by

industry and site selectors. The community profile is used to accomplish the following: 1) The prospect

requests community and site profiles for each viable community within the geographic area of the search; 2)

Information provided through the community profiles will then be reviewed to determine which communities

the prospect wishes to include in the initial pool of potential project locations. The profile is also a useful tool to

use in attracting skilled labour and corporate executives.

The community must also find ways to participate in the Invest BC and Opportunities BC website and the Invest

Northwest Portal. These are all tools that can help to highlight what the community has to offer to potential

investors and the opportunities that are available.

Typically these types of recommendations would be as part of an overall economic development strategy and

should be considered as a key priority for any economic development office. The strategy done for the regional

district does not appear to address any issues towards making the community ready to attract or encourage

investment.

Actions

1. Develop a Community Profile. (for example contact Powell River EDC or EDABC)

2. Develop a Site Selection Profile using the NDIT template

3. Register for participation in Invest BC and Opportunities BC and populate both with the required

information.

4. Post opportunities on the Invest Northwest Portal

Recommendation 13: Develop an Economic Development Strategy

A community wide economic development strategy that incorporates immediate Regional District areas, First

Nations and the Village of Burns Lake needs to be developed to provide a focused and long term approach to

economic development. This Economic Development Strategy will incorporate a number of the initiatives

included in these recommendations in addition to many others. Strategies must be realistic and lay out clear

deliverables for an EDO to achieve. It will identify community assets, discuss their importance and how they are

interrelated, and highlight future projects and initiatives to strengthen these assts. This strategy will outline

how these projects will be achieved and how they will work in concert with the vision, goals and objectives for

the community. It is recommended that the plan to hire a consultant to recommend a vision and a structure for

future economic development be suspended and that instead this work be incorporated in the development of

20

this long term strategy. This will be a far more effective use of the limited funds that are available. Through

extensive consultation the community can have a long term strategy that meets the needs of the community

moving forward.

Actions:

1. Issue and RFP for an Economic Development Strategy and Action Plan

Recommendation 14: Hiring of an Economic Development Officer

The EDABC Economic Recovery Team believes that the community must establish an Economic Development

Officer for the Village of Burns Lake and area. Prior to the visit by the team, the region was looking at the hiring

of a consultant to establish a vision and structure for an economic development function in the area. We

believe that this must be postponed and instead incorporated as part of an overall economic development

strategy.

It is important to take some time to establish relationships, trust and to put some basic economic development

infrastructure in place prior to establishing a separate function. Currently the Village and the Regional District

put an estimated combined amount of one hundred and thirty thousand ($130,000) into economic development

initiatives in the region. The team believes that all of the money, including any funds set aside for economic

development projects, be put into the hiring of an EDO and the carrying out of specific tasks including those

identified in this report.

The EDO that you select should have a proven track record of working with communities, First Nations and have

broad based economic development experience. EDABC is willing to, upon request, act as a resource in the

hiring of this individual. We propose you hire a seasoned, experienced Economic Development Officer. We

will assist in advertising and short-listing, however the decision on who is hired must be made by the

community.

Economic Development works best when the reporting structure is very clear and directly to the CEO/CAO.

EDABC proposes that the EDO report directly to the CAO of the Village of Burns Lake and/or the CAO of the

Regional District. While this is what we propose we also recognize that this may create concern for either party

and suggest that the Village and the Regional District work together to agree on a reporting structure and on

office location prior to the hiring. Once the strategy has been completed and new relationships developed a

new structure can and should be considered for the function of economic development.

Recommendation 15 (Provincial): Work with EDABC to Establish an Economic Recovery Team

Program Managed by EDABC for Future Economic Disasters

Building on the success of this initiative, EDABC is proposing that the Province of BC, working proactively with

EDABC work to establish a formal structured process to assist communities in dealing with Economic Crisis's

resulting from unforeseen disasters like the Babine Forest Products fire, other natural disasters and even the

closure of major employers in single industry towns. EDABC is prepared, subject to funding, to develop a

comprehensive program that helps to address the kinds of activities pre and post. Through the development of

a permanent database of volunteers, teams can be put in place as soon as it makes sense to visit a community

following the incident. Activities in establishing this program would include committing long term funding, like

the Provincial Emergency Program where funds are available only when the crisis is declared.

21

APPENDIX A - EDABC ECONOMIC RECOVERY TEAM EXPERTS

DALE WHEELDON, CEO, EDABC As CEO of the Economic Development Association of British Columbia, Dale brings over 20 years of knowledge

along with a varied background in economic development and local government, both in small and large

communities. Previously Dale received his Certificate in Economic Development from the University of

Waterloo. He has served as President of the Economic Development Association of BC and as a Director of the

Economic Developers Association of Canada. In 2000, Dale was the recipient of the Economic Development

Officer of the Year Award from EDABC. While with the Chilliwack Economic Partners Corporation, Dale managed

a team of professionals resulting in the attraction of several new companies to the community, development

and implementation of an award winning business retention program, and gained the reputation of having one

of the most successful economic development structures in Canada.

Dale has been involved in the development of various strategic planning processes over several years. He has

facilitated the development of several strategies including physician recruitment, airport business attraction,

business retention and expansion, economic development strategies for small and large communities (ie:

Chilliwack, Lillooet, Nanaimo, Pitt Meadows, Tumbler Ridge), associations and more. Dale also facilitated the

discussions between communities and the Province of BC on Invest BC and Opportunities BC. His wealth of

experience aids him in understanding the importance of gathering community and stakeholder input and he has

the ability to gather that information through group discussions ending with a buy-in from a majority of the

constituency.

ASHLEIGH BREWER, DIRECTOR OF MEMBER INITIATIVES, EDABC As Director of Member Initiatives for the Economic Development Association, Ashleigh brings over 8 years of

economic development and tourism experience, having worked in public relations and marketing for tourist

attractions in the Lower Mainland as well as an economic development consulting group. Ashleigh received her

Business Administration Diploma from the University of the Fraser Valley. With a passion for design, a keen eye

for detail, and advanced organizational skills, Ashleigh plays integral role on the team.

SANDRA LEMMON, REGIONAL ECONOMIC DEVELOPMENT OFFICER, NPEDC The North Peace Economic Development Commission welcomed Sandra Lemmon as its first Economic

Development Officer on August 10, 2009. Sandra was born and raised in Kitimat, BC and gained her experience

in Vancouver, Prince Rupert, Kamloops, BC, and Calgary, AB. A senior strategic planner, Sandra is experienced in

Stakeholder Relations, Marketing and Communications, Public Relations, Business and Fund development as

well as Mediation and Negotiation. Graduating from SAIT’s Petroleum Land Administration with a 4.0 GPA,

Sandra’s background and knowledge has continued to assist the Commission to prepare for the economic

impact of the unconventional gas exploration in the region. The North Peace Region is located at the epicenter

of the Montney and Horn River unconventional plays. With the strong business acumen Sandra offers, the

Commission believes that it will be top of mind when businesses are looking to re-locate to the North Peace

region to capitalize on the synergy, sustainability but more importantly the lifestyle the North Peace offers.

Sandra is currently pursuing Fellowship in Economic Development at the University of Waterloo, as well as

finishing her Certification in Conflict Resolution (Mediation/Third Party) through the Justice Institute of British

Columbia. In June of 2011, Sandra was one of three nominees for the Economic Development Association of

BC’s Economic Developer of the Year Award.

22

SUE KENNY, GENERAL MANAGER, CFPL Sue Kenny is currently the General Manager for Community Futures Peace Liard. CFPL covers the northeast

corner of BC including 8 municipalities, several first nations’ communities and surrounding rural areas. Her role

is to ensure that business services are available to existing and new businesses in the entire region. Sue also

represents this region in promoting economic initiatives as well as assisting communities in developing

economic strategies and sourcing or providing resources to implement them. Sue achieves this by having a

working relationship with other economic practitioners in the area, as Coordinator for the South Peace

Economic Commission, directors on the EDABC board of directors, director on the Community Futures BC

Association as well as Chair for the Northeast Advisory Skills Council and recent new role as City Councilor for

the City of Dawson Creek.

Sue has been working in the economic field for twenty years in the northeast region. First in several positions

with the District of Tumbler Ridge and then moving on to Community Futures in her current role as General

Manager.

In Sue's spare time she serves as Treasurer for the Dawson Creek Sunrise Rotary Club, hangs out with her

husband of 36 years Ray, participates in all outdoor sports, and looks forward to spending summers with her

two sons Nathan and Dave and their wives and grandchildren Tate and Kemper.

SCOTT RANDOLPH, MANAGER, ECONOMIC DEVELOPMENT, PRREDS Born and raised in eastern Ontario, Scott Randolph made the move to British Columbia in 1997 where he made

Prince Rupert home for 6 years. In 2003 he moved on to Powell River where he entered the field of Economic

Development. Using his communications experience, Scott has become well known for his ability to build

innovative partnerships to achieve creative solutions to developing a sustainable economy and growth in the

Powell River region.

Although Scott’s educational background is journalism; he has spent a good deal of his career practising a

number of different communications disciplines. Scott worked for a decade in the Television and Radio

Broadcast Industry as a Journalist, Announcer and Producer. He also has a good deal of Public Relations and

Communications experience from being a government communications officer, and the Executive Director of

Communications and Community Relations for a large forestry company. Currently he is the Manager of the

Powell River Regional Economic Development Society and PRSC Limited Partnership, and at one time also

managed Tourism Powell River and the Sunshine Coast Tourism Society. Most recently Scott established a

landmark agreement with the Sliammon First Nation to handle their investment attraction, business

development and investment readiness activities.

Scott also has a long history of applying his private and public sector experience as a member of a wide variety

of volunteer boards.

INGRID JARRETT, CHAIR THOMPSON OKANAGAN TOURISM ASSOCIATION A long-time veteran of the travel and hospitality industry, Ingrid Jarrett is the Owner of Ingenuitive, Ingrid Jarrett

Management Consulting and the General Manager for the Watermark Beach Resort in Osoyoos, British

Columbia. Ingrid Jarrett Management is a successful strategic management, marketing, business development

and brand consulting firm.

23

Ingrid's ability to challenge the norm, and think in new creative ways - while ensuring the goal is kept in focus

has afforded her positions and opportunities allowing her contribution to impact company direction, and

resulted in successful business change. Ingrid has spent 13 years with Canadian Pacific and Fairmont Hotels, in

successive positions at Hotel Vancouver, Chateau Whistler, Waterfront Centre, Hotel Macdonald, The Palliser

and The Fairmont Empress. Ingrid was also a key visionary in the redevelopment of The Laurel Point Inn,

Westridge Inn and Brew Pub as well as a key driver for the development of Boutique Hotels and Resorts of

British Columbia (now Iconic Hotels and Resorts). Ingrid continues to consult for resort developments, both new

builds and repositioning existing properties. Ingrid owned and operated her own company in the agri-tourism

field as well as strategic planning and brand development. Ingrid’s leadership skills are strong, developing

operations, and identifying the unfair advantage in both operations and marketing destinations are key

strengths.

While in Victoria, she sat on the Board of Tourism Victoria, as well as held an Executive Position on the Board of

Tourism Victoria. Ingrid also held a seat on the board of Tourism Kelowna. Ingrid presently holds the position of

Chair of the Board for the Thompson Okanagan Tourism Association and sits as Vice President on the board of

British Columbia Hotel Association. Ingrid was voted in the Top 20 most influential people in the Okanagan

Valley for 2011 and was profiled as such in the Business Examiner.

Ingrid has taught either on a volunteer capacity or professionally in Tourism and Hospitality as well as the

Business Program at Camosun College, The University of Victoria as well as Royal Roads University. Ingrid is also

involved in the support and development of culinary and agri-tourism in the Thompson Okanagan region

through her affiliation with local producers and growers, and is currently the president of the Central Okanagan

Small Producers and Processors Association.

The Okanagan Symphony also benefits from her expertise in hospitality and Event planning being a key

contributor to the annual Okanagan Symphony Gala Fundraiser at Mission Hill Family Estate. This fundraiser is

proving to be the most prominent Wine, Culinary and Experience Auction in the Pacific North West.

DAVID MUNRO, MANAGER ECONOMIC DEVELOPMENT, CITY OF COQUITLAM Over the past 15 years David has had the opportunity to accumulate work experience from a variety of sectors

such as agriculture, forestry, technology and government administration / economic development.

David has worked in economic development for the past 8 years. Prior to being the Manager of Economic

Development with the City of Coquitlam, David was the Manager of Business Development with Chilliwack

Economic Partners Corporation. David believes in lifelong learning and recently completed his MBA at the

University of Guelph.

LANA FITT, ECONOMIC DEVELOPMENT MANAGER, SAEDS Lana Fitt is the Economic Development Manager for the City of Salmon Arm. Previous to this position, Lana

worked for the Regional District of Bulkley-Nechako for 8 years in both finance and regional economic

development service delivery. She holds a Designation as a Certified Economic Developer from the Economic

Development Association of Canada and has an education background in finance. Lana is passionate about

business development and has owned and operated a variety of businesses over the last 15 years. She is driven

and results oriented, and as a result, has been successful in accessing significant capital to support a number of

large scale community projects throughout her career.

24

APPENDIX B - BC BUSINESS COUNTS INTERVIEWS

Company Information

What is this company's ownership status?

Percent

Privately owned 86.96

Publicly owned 13.04

Totals 100

What is this company's legal status?

Percent

Sole proprietorship 25

Partnership 12.5

Corporation 45.83

Limited liability partnership (LLP) 0

Non-profit 8.33

Other 8.33

Totals 100

How long has this facility operated

Percent

<1 Year 4.35

1-4 Years 17.39

5-9 Years 13.04

10-19 Years 26.09

>20 Years 39.13

Totals 100

Has the local facility changed owners in the past 5 years?

Percent

Yes 33.33

No 66.67

Totals 100

25

If Yes, describe the local impact of the change in ownership:

Percent

Positive 85.71

Neutral 14.29

Negative 0

Totals 100

Has the local facility changed management in the past 5 years?

Percent

Yes 41.67

No 58.33

Totals 100

If Yes, describe the local impact of the change in management:

Percent

Positive 90

Neutral 10

Negative 0

Totals 100

Is an ownership change pending for this facility?

Percent

Yes 17.39

No 82.61

Totals 100

If Yes what is the anticipated time frame:

Percent

1 year or less 50

2 years 25

3 years or more 25

Totals 100

26

What is your age group (estimate by interviewer - do not ask)

Percent

Over 65 0

60-65 8.7

55-59 4.35

50-54 21.74

45-49 26.09

44 and under 39.13

Totals 100

Have you identified a successor to your business?

Percent

Yes 30.43

No 69.57

Totals 100

Is there a formal succession plan?

Percent

Yes 21.74

No 78.26

Not applicable 0

Totals 100

If Yes, have you been assisted in preparation of a succession plan?

Percent

Yes 75

No 25

Totals 100

Does this firm have a current business plan?

Percent

Yes 86.96

No 13.04

Totals 100

27

Local Workforce

Total number of employees at this facility: - Total employees

NAICS Count Percent

11 - Agriculture, Forestry, Fishing and Hunting 36 5.68

32 - Manufacturing, (wood, paper, etc.) 94 14.83

33 - Manufacturing, (primary and fabricated metal, etc.) 5 0.79

42 - Wholesale Trade 0 0

44 - Retail Trade, (motor vehicle, furniture, etc.) 84 13.25

45 - Retail Trade, (sporting goods, book, music, etc.) 100 15.77

51 - Information 6 0.95

52 - Finance and Insurance 19 3

53 - Real Estate and Rental and Leasing 4 0.63

54 - Professional, Scientific, and Technical Services 5 0.79

61 - Educational Services 110 17.35

62 - Health Care and Social Assistance 160 25.24

81 - Other Services (except Public Administration) 11 1.74

Totals 634 100

Historical employment trend:

Percent

Increasing 36

Staying the same 60

Declining 4

Totals 100

28

Projected number of employees at this facility in one year:

Geographic Area 1

Count Percent







52 - Finance and Insurance 19 2.08






Totals 915 100

Projected number of employees at this facility in three years:

Count Percent







52 - Finance and Insurance 20 1.91






Totals 1,045 100

29

How did the number of staff change, if at all, in the last 3 years? - Full time

Percent

Increased 39.13

Stayed the same 52.17

Decreased 8.7

Totals 100

How did the number of staff change, if at all, in the last 3 years? - Part time

Percent

Increased 33.33


Decreased 0

Totals 100

How did the number of staff change, if at all, in the last 3 years? - Casual

Percent

Increased 20

Stayed the same 80

Decreased 0

Totals 100

How do you expect the number of staff to change, if at all over the next 3 years? - Full time

Percent

Increased 47.62


Decreased 0

Totals 100

How do you expect the number of staff to change, if at all over the next 3 years? - Part time

Percent

Increased 29.41


Decreased 0

Totals 100

30

How do you expect the number of staff to change, if at all over the next 3 years? - Casual

Percent

Increased 22.22


Decreased 0

Totals 100

Is the number of unfilled positions:

Percent

Increasing 14.29

Stable 85.71

Decreasing 0

Totals 100

Where does the company attract the majority of its workers from?

Percent

Locally 86.36

Provincially 9.09

Nationally 4.55

Internationally 0

Totals 100

Describe the wage scale here compared to all other firms locally:

Percent

Greater than 45

Same as 50

Lower than 5

Totals 100

Describe the majority of essential personnel at this location:

Percent

Less than 25 33.33

26 - 34 19.05

35 - 49 42.86

50 or older 4.76

Totals 100

31

Do you have problems retaining employees?

Percent

Yes 16.67

No 83.33

Totals 100

Is the company experiencing recruitment problems with any employee positions or skills?

Percent

Yes 43.48

No 56.52

Totals 100

Is the company experiencing recruitment problems with any employee positions or skills? - If Yes, in which category(s)?

Percent

Administrative/Clerical 11.11

Advanced Mfg Workers 11.11

Construction/Contractors 11.11

Electrical/Electronics 22.22

Machine Operators 33.33

Machinists 22.22

Manufacturing/Other 11.11

Material/Fabricators 11.11

Mechanics 11.11

Plant Managers / Operators 22.22

Professional/Other 11.11

Professional/Technical 33.33

Other 88.89

Note: More than one response can be selected for this question.

Note: Percentages are based on the number of companies and may not total 100%.

Employee Projections:

Percent

Plan to hire more 25

No change 75

Plan to have fewer 0

Totals 100

32

Sales

Annual sales at this facility:

Average

Annual sales 2,016,750.00

Is the market for your product:

Percent

Increasing 52.38

Stable 42.86

Decreasing 4.76

Totals 100

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

Percent

Increasing 45

Stable 50

Decreasing 5

Totals 100

What is the projected sales growth in the next year at this facility?

Percent

Greater than or equal to 100% 4.76

50 - 99% 0

25 - 49% 9.52

10 - 24% 19.05

1 - 9% 42.86

0% 23.81

Declining 0

Totals 100

Historical sales trend: - At this facility

Percent

Increasing 78.95

Staying the same 10.53

Declining 10.53

Not applicable 0

Totals 100

33

Historical sales trend: - At the parent company

Percent

Increasing 42.86

Staying the same 0

Declining 7.14

Not applicable 50

Totals 100

Historical sales trend: - Within the industry

Percent

Increasing 62.5


Declining 12.5

Not applicable 6.25

Totals 100

Percent of total sales generated by top 3 customers:

Percent

76 - 100% 20

51 - 75% 13.33

26 - 50% 20

10 - 25% 33.33

1 - 9% 13.33

Totals 100

Do you engage in government procurement:

Percent

Yes 26.32

No 73.68

Totals 100

International trade status:

Percent

Import 0

Export 17.65

None 23.53

Not applicable 58.82

Note: More than one response can be selected for this question.

34

Historical export sales trend:

Percent

Increasing 21.43

Staying the same 0

Declining 0

Not applicable 78.57

Totals 100

Facility/Equipment

What is the square footage of your current facility? - sq/ft

Average

sq/ft 15,410.00

Status of facility:

Percent

Owned 52.17

Leased; 47.83

Totals 100

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

Percent

<1 Year 57.14

1 - 2 Years 0

3 - 5 Years 28.57

> 5 Years 14.29

Totals 100

Are you planning on renewing current lease?

Percent

Yes 80

No 20

Totals 100

35

Facility condition: - Condition of facility

Percent

Excellent 13.64

Good 72.73

Fair 4.55

Poor 9.09

Totals 100

Facility condition: - Condition of equipment

Percent

Excellent 36.36

Good 59.09

Fair 0

Poor 4.55

Totals 100

Describe the operations at this site:

Percent

One shift 80

Two shifts 15

24 hours 5

Totals 100

Historical investment trends: - Over past 18 months in the facility

Percent

Increasing 43.48


Declining 4.35

Totals 100

Historical investment trends: - Over past 18 months in the equipment at this facility

Percent

Increasing 45.45


Declining 0

Totals 100

36

Is there room for expansion at this site?

Percent

Yes 65.22

No 30.43

Maybe 4.35

Totals 100

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

Percent

Yes 80

No 20

Totals 100

Does the company plan to expand in the next three years?

Percent

Yes 43.48

No 56.52

Totals 100

Does the company plan to expand in the next three years? - Will it be in this community?

Percent

Yes 80

No 20

Totals 100

Does the company plan to expand in the next three years? - Is your current site adequate for the proposed expansion?

Percent

Yes 62.5

No 37.5

Totals 100

37

Does the company plan to expand in the next three years? - Estimated total investment

Average

Estimated total investment; ; 1,446,000.00

Note: 5 companies responded to this question

Does the company plan to expand in the next three years? - Approximate percentage equipment/technology

Does the company plan to expand in the next three years? - Estimated facility size increase (sq/ft)

Average

Estimated facility size increase (sq/ft); ; 18,950.00

Note: This report is not graphed because it depicts average values.Note: 4 companies responded to this question from Geographic Area 1.

Does the company plan to expand in the next three years? - Estimated timeframe for expansion

Percent

< 1 Year 12.5

1-3 Years 87.5

> 3 Years 0

Totals 100

What, if any, are the major constraints on your expansion? (Please check all that are applicable)

Percent

Broadband access 12.5

Energy costs 12.5

Energy reliability 6.25

Finance 31.25

Identifying and accessing new markets 25

Lack of skilled staff 31.25

Lack of suitable premises 31.25

Local regulations e.g. zoning 18.75

Problems with DAs 6.25

Roads 6.25

Transport/freight 12.5

Warehousing 12.5

Other (please specify): 50

Note: More than one response can be selected for this question. (16 Companies)

38

Have you approached anybody in local/provincial/federal government or business development organizations to discuss your expansion plans?

Percent

Yes 33.33

No 66.67

Totals 100

If Yes, which have you approached?

Percent

BC Hydro 0

BC Ministry responsible for Economic Development 20

Chamber of Commerce 40

Community Futures 20

Local Council 20

Local Economic Development Office 60

Other (please specify): 80

Have you factored improvements in energy efficiency in your expansion plans?

Percent

Yes 55.56

No 44.44

Totals 100

Business Climate

Please rate the following: - Workforce quality

Percent

Excellent 13.04

Good 39.13

Fair 34.78

Poor 13.04

No opinion 0

Totals 100

39

Please rate the following: - Workforce availability

Percent

Excellent 4.35

Good 21.74

Fair 30.43

Poor 43.48

No opinion 0

Totals 100

Please rate the following: - Workforce stability

Percent

Excellent 9.52

Good 42.86

Fair 42.86

Poor 4.76

No opinion 0

Totals 100

Please rate the following: - Local government

Percent

Excellent 4.55

Good 54.55

Fair 27.27

Poor 9.09

No opinion 4.55

Totals 100

Please rate the following: - Local tax structure

Percent

Excellent 0

Good 21.74

Fair 30.43

Poor 17.39

No opinion 30.43

Totals 100

40

Please rate the following: - Province tax structure

Percent

Excellent 0

Good 26.09

Fair 21.74

Poor 17.39

No opinion 34.78

Totals 100

Please rate the following: - Workers compensation rates

Percent

Excellent 0

Good 34.78

Fair 21.74

Poor 4.35

No opinion 39.13

Totals 100

Please rate the following: - Economic development

Percent

Excellent 4.35

Good 17.39

Fair 17.39

Poor 39.13

No opinion 21.74

Totals 100

Please rate the following: - Cultural/Recreational amenities

Percent

Excellent 8.7

Good 43.48

Fair 30.43

Poor 13.04

No opinion 4.35

Totals 100

41

Please rate the following: - Housing

Percent

Excellent 4.35

Good 65.22

Fair 21.74

Poor 4.35

No opinion 4.35

Totals 100

Please rate the following: - K - 12 education

Percent

Excellent 0

Good 56.52

Fair 26.09

Poor 4.35

No opinion 13.04

Totals 100

Please rate the following: - Colleges/Universities

Percent

Excellent 26.09

Good 39.13

Fair 17.39

Poor 8.7

No opinion 8.7

Totals 100

Please rate the following: - Technical training

Percent

Excellent 10.53

Good 26.32

Fair 36.84

Poor 15.79

No opinion 10.53

Totals 100

42

Please rate the local business climate:

Percent

Excellent 0

Good 28.57

Fair 66.67

Poor 4.76

Totals 100

Are there any barriers to growth in this community?

Percent

Yes 86.36

No 13.64

Totals 100

Are there suppliers you think could locate in this region?

Percent

Yes 36.84

No 63.16

Totals 100

Are there customers that we should attract to this region?

Percent

Yes 42.11

No 57.89

Totals 100

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

Percent

Better today 31.58

No change 21.05

Worse today 42.11

No opinion 5.26

Totals 100

43

Please forecast the condition of the local business climate 5 years from today:

Percent

Will be better 78.95

No change 5.26

Will be worse 10.53

No opinion 5.26

Totals 100

Assessment

Rate the following: - Facility's overall health

Percent

Excellent 26.67

Good 66.67

Fair 0

Poor 6.67

Not applicable 0

Totals 100

Rate the following: - Local management's attitude toward the community

Percent

Excellent 57.14

Good 28.57

Fair 14.29

Poor 0

Not applicable 0

Totals 100

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

Percent

Low 85.71

Moderate 14.29

High 0

Totals 100

44

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

Percent

Low 71.43

Moderate 28.57

High 0

Totals 100

Are there any local expansion plans in the next 12 - 18 months?

Percent

Yes 33.33

No 66.67

Totals 100

EDABC Economic Recovery Team March 26-28, 2012ecdev.burnslake.ca/wp-content/uploads/2014/03/edabc-swot-final-bu… · The SWOT Analysis provides an inventory of the area’s strengths,

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