October 14, 2011 The Tale of Two Cities by Campbell River Mirror

BusinessCAMPBELLRIVERActionECONOMYProgress B1 â&#x20AC;˘ Friday, October 14, 2011

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the tale of two cities

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BusinessC A M P B E L L R I V E R Actione c o n o m y Progress IDEASresponsibilityInvolvementPOSITIVEupbeatEDUCATION

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IDEASresponsibilityInvolvementPOSITIVEupbeatEDUCATION

BusinessCAMPBELLRIVERActionEDUCATIONProgress IDEASresponsibilityInvolvementPOSITIVEupbeatEDUCATION

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BusinessCAMPBELLRIVERActionECONOMYProgress Inside... The River Tells A Tale RESPONSIBILITYInvolvementPOSITIVEupbeatEDUCATION Change Is The New Reality

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| CAMPBELL RIVER MIRROR | FRIDAY, OCTOBER 14, 2011

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FRIDAY, OCTOBER 14, 2011 | CAMPBELL RIVER MIRROR |

The River tells a tale of two cities ... one cautious, the other upbeat » By Brian Kiernan Special to The Mirror

riving through Campbell River’s downtown core past more than a fair share of vacant business premises it is easy to form the opinion that this city has stalled.

Even the city’s draft “Sustainable Ofﬁcial Community Plan” talks about a “poorly deﬁned” downtown with “too many shopping centres” and a process of rehabilitation that will take decades to unfold.

But, Scotiabank’s Manager of Small Business Keith Davidson says if you take a second to scratch the surface there’s more than enough evidence of a healthy entrepreneurial spirit and increasing business activity.

Davidson’s optimism is shared by ReMax Managing Broker Dan Samson who predicts an approaching “grey tsunami” and a corresponding wave of “amenity migrants” who are going to help fuel a process of revitalization in Campbell River that will unfold ahead of conservative predictions.

The city’s draft plan says: “Investment is needed to improve the quality of the downtown areas.” And, “city investment will signal to the private sector that the city has a vision for the downtown and wants to attract and work with the private sector in rehabilitating the downtown.”

However, the draft plan predicts “it will take some 15 to 20-plus years to realize this vision based on current market trends.”

Those trends are based on the city’s assessment that “demand is too low and the economic viability of downtown redevelopment too marginal to expect the

sitting vacant. Real estate listings for the city indicate well in excess of 70,000 square feet of commercial and retail space for sale or lease. This marketplace reality, Davidson says, is an advantage for entrepreneurs who have a good business plan, know what they can afford to pay per square foot and can structure a lease agreement accordingly. In short, “there are always deals to be made.” Giving substance to the prospect of commercial sector renewal Davidson says “a lot of the commercial lending we are doing right now is for leasehold improvements.” He also points out that the city is issuing lots of business licences and a good percentage are for renovation businesses. At ReMax, Samson says vacant ofﬁce space should not be interpreted as a signal that the community is in decay. Rather it is the residue of “decades of over-building.” The managing broker runs down the list of shopping complexes that have taken business out of the city core: Discovery Harbour Mall, Merecroft Village, Mariner Square, Home Depot and Walmart Supercentre totalling more than 860,000 square feet of new retail and commercial space in less than 15 years.

Davidson says: “I can tell you that we are a very busy bank branch. People here are networking and helping business grow. We believe Campbell River is well positioned for a real growth spurt in the next couple of years.”

“Lots of entrepreneurs” are bubbling to the surface. Davidson says some are looking for ways to re-invent themselves, but more and more want to capitalize on business niches they have identiﬁed as viable. “A lot of positive things are happening.”

The bank’s small business mentor agrees there are a lot of commercial properties

and quality of life seekers as they have followed a path of diminishing affordability up Vancouver Island through ParksvilleQualicum and Courtenay-Comox. The only next stop is Campbell River, he says. Samson believes revitalization will be

spurred by a bloom in population growth in the next few years that outstrips the city’s modest projection of one per cent growth (about 330 people) annually. “I believe we are going to get a lot of those amenity migrants,” he predicts.

The draft community plan says: “Approving additional shopping centres has been popular, but the cost is that some centres such as The Common ... have been seriously impacted.” Samson says the sad fact is that while this game of retail shufﬂe was going on Campbell River was not growing to match the massive increase in commercial and retail capacity. On the bright side Samson believes this process of sprawl has run its course and now the process of renewing

There’s more than enough evidence of a healthy entrepreneurial spirit and increasing business activity.

private sector to revitalize the broader downtown.”

Dan Samson, ReMax managing broker, says there’s plenty of entrepreneurial spirit in Campbell River as he congratulates Michele Flinn-Nylander who has just leased a property on the 900 block of the Island Highway for her new business Island Style Creative Studio, an art gallery/photo studio/hair/make-up buiness that opens Nov. 1.

and refurbishing vacant retail commercial space can begin.

and

“We have seen the destructive part of the equation, but we have yet to see the constructive part of the equation. Will we see it? Absolutely.” Samson says that during the city’s generation of sprawl it was cheaper to build new than re-do old. Now, the opposite is true. Better still, he says, the city seems to want to attract activity back to the core with incentives such as tax rebates and development charge reductions. The ReMax broker has closely tracked the impact of retiring baby boomers

Joyce Carson - Owner Purchasing Merle Norman Cosmetics & Day Spa in May 2011 has been such a positive element in my life. For a few years I’ve been talking about having my own business but ﬁnding a balance of what I know and what I love was a bit more challenging. For the past 20 years I have worked in the retail industry. That is what I know. Enjoying Spa Service and working with people is what I love. Finding a combination of both has been such an amazing opportunity. My family, friends, staff and clientele have been very encouraging and supportive. Thank you to everyone! I look forward to serving this community for many years to come.

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| CAMPBELL RIVER MIRROR | FRIDAY, OCTOBER 14, 2011

SUCCESS STORY

The freedom to be ﬂexible works at Canaccord

Brian Shaw, branch manager for Canaccord Wealth Management, says local ownership serves the community better. Shaw recently bought property in Campbellton and move his branch there in order to control his own destiny.

When it comes to celebrating success, Kim Jarvis, Owner of Shadoe Intimates Inc., knows how “it” is done! She’s been helping couples celebrate successful sex lives for years now.

Although our name would lead you to believe that you are going to see only kitchen items at Gourmet Essentials, we have evolved far beyond this. Since starting our specialty kitchen store in a tiny 960 square foot space in 1991, we have transformed our store into 4000 square feet ﬁlled with all of the necessities and indulgences for every room of your home. We feature upscale merchandise for your bedroom, bathroom, casual dining area and accents for everywhere in your home. And, of course, we still carry the most extensive selection of kitchen items in Campbell River. When you shop at Gourmet Essentials, you know that you are going to ﬁnd exactly what you are looking for, be it for yourself or for that special gift.

Investment Advisor Andy Leitch says: “We don’t sell Canaccord products. We sell whatever is best for our clients. There is no corporate oversight about what products we recommend.”

Branch Manager Brian Shaw says: “Canaccord is a ﬁnancial services company that provides stock, bond, mutual fund, insurance services, retirement and estate planning... what we call complete whole needs ﬁnancial planning.”

Shaw says: “We advise according to client needs. Everything is tailored to client needs. Further, we do not turn down anyone ... whether they arrive with one dollar or half a million.”

Shaw characterizes his operation as a “quasi-franchise.” He bought the franchise and established the Campbell River Independent Wealth Management (IWM) group acting as an agent for Canaccord.

Canaccord has recently moved to Campbellton. After being forced to move from rented commercial property twice in seven years at great expense, Shaw opted to own his building to bring some certainty to the bottom line. Leitch says: “Now, we control our own destiny.”

“We are doing extremely well because of the way it is set up. Running the operation as a franchise as compared to a corporate branch ofﬁce in a small town is hugely advantageous. We maintain our independence. Our advisors are not channelled into pushing certain investment products. They have free will.”

Visit Shadoe Intimates Inc. online at www.shadoeintimates.com.

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he name on the door sounds very corporate – Canaccord Wealth Management – but the secret to success is the local ﬁrm’s “freedom from corporate constraints.”

He says the IWM status gives him and his associates the kind of ﬂexibility needed to function successfully in a small centre.

Kim’s open, honest, approachable personality will make you feel comfortable and conﬁdent enough to ask all those questions you’d like answered... but were too shy to broach. Never mind Dr. Ruth... come see Kim, Campbell River’s “Dr. Truth”, at Shadoe Intimates Inc. and help celebrate this small business success story, today! Kim is a board member of the BPWN and Chamber of Commerce.

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“Make your house a home and your home a haven.”

If investors go to a bank and a corporately constrained ﬁnancial advisor, they are sold speciﬁc branded products.

Why would a ﬁnancial investment company relocate to an area of the city considered by some to be run down?

Shaw and Leitch say the area is experiencing something of a rebirth. It is even launching its own business improvement association, Campbellton First. Shaw says: “We love the location. We’ve had no issues. It’s a jewel, an excellent part of town, an excellent place to invest.”

Lingerie is probably one of the most neglected pieces of clothing and at La Tee Da Lingerie Boutique we want to change that. The right bra or foundation has the power to transform you from the inside out. It can dramatically alter your appearance, change the way you carry yourself, and how you feel about yourself. It will make your clothes fit better, make you appear slimmer and improve your posture. La Tee Da Lingerie carries a variety of styles and shapes to complement all women. Sizes range from 30 - 46 in the band and A – H cup with some selected styles in I and J. One of their personal bra fitters can find the bra that is right for you whether you are looking for everyday, fashion, sport or nursing. La Tee Da Lingerie also carries fun and comfortable sleepwear, robes, sexy or elegant lingerie, hosiery, bra accessories and shapewear. La Tee Da Lingerie Boutique opened it doors Valentine’s Day 2007 in beautiful downtown Campbell River. Since then they have made it their mission to change women’s perception on the importance of great fitting lingerie. Stop wearing underwear, start wearing lingerie!

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FRIDAY, OCTOBER 14, 2011 | CAMPBELL RIVER MIRROR |

Change is the new reality ... by the numbers C

hange is the keyword these days as the Campbell River area is forced to move beyond its dependency on traditional resource-based industries and grow a more diverse economy.

Those economic “shocks” were intensiﬁed because many resource workers were forced to leave for greener pastures while our talented young people migrated in increasing numbers to larger urban centres and our always dependable 55

“Employers must drive the bus if they are going to tackle the workforce challenges that are indentiﬁed in the report.”

Making sure that the change thrust upon the business and industrial community is purposeful and results oriented was the goal of an ambitious “Labour Market Project” (LMP) conducted recently by the Campbell River Chamber of Commerce and its partners.

The report’s background data reinforces the obvious: Between February 2008 and July 2010 the status quo was pretty ugly with more than 1,500 layoffs and permanent job losses associated with downturns at TimberWest, Breakwater Resources and Catalyst.

to 64-year-old “baby boomers” started a wave of retirement that will span more than a decade. There are also sobering estimates for projected job growth amongst existing businesses. Using North Island College statistics, the report ﬁnds that of the more than 3,500 job openings for all occupations projected between 2009 and 2014 at least 2,200 will be due to attrition by retirees and job leavers. “This ﬁgure represents both the aging demographics of the local workforce and the impact of out-migration of workers as a result of economic change,” the LMP states.

With all that doom and gloom as a baseline, the report also establishes cause for optimism citing a dynamic fin and shell fish farming and processing industry, a recreational fishery on the rebound, airport expansion, green energy projects on tap, growing eco-tourism, community infrastructure projects, a wave of retirees moving into the area and BC Hydro’s major Hart Dam generation refit. In order to capitalize on the opportunities on the economic horizon, the report calls for “locally generated” solutions to a number of issues including: ❖ The demographics of an aging, declining workforce; ❖ Increasing competition from other economic magnets for our remaining skilled workers; ❖ Lack of education and inadequate training for young people; ❖ High unemployment rates for First Nations people; ❖ Upgrading the skills of laid off resource workers; and ❖ Addressing the skills gap between local employers’ needs and the existing workforce.

The report ﬁnds that a potential threat to future economic growth in this transition period could be a “status quo approach” to employer requirements and workforce development. “Employers must drive the bus” if they are going to tackle the workforce challenges that are indentiﬁed in the report.

Reinforcing concerns about a “status quo” mentality, a survey of employers for the report found that more than 48 per cent of employers do not expect their stafﬁng levels to change in the next two years. Worse still, 68 per cent of employers surveyed said they have no annual training for their staff.

Local businesses also reported that only 22 per cent of their workers are below the age of 30. More ominous, 60 per cent of those employees are part time.

It is little wonder then that about 40 per cent of employers are worried about “competition from outside Campbell River.”

On a positive note, 47 per cent of local employers experienced moderate to signiﬁcant revenue growth over the past year and 52 per cent expect that growth to continue in the coming year.

This truly is a success story: Thongs’ is celebrating 28 years of business in Campbell River this week! Thong and wife Thanh immigrated to Canada in 1980. They started a small repair and custom jewellry shop on St. Ann’s Road in 1983. As years went by the business grew, as did 1/4 PAGE their family, with daughters, Betty, Trammy and Heidi. The jewellry story deﬁnitely is a family affair, with the business having been passed down to Betty, the eldest daughter, four years ago. Thong’s Jewellery has a friendly, helpful atmosphere that makes one feel at ease whatever THONGS the budget. Always sporting the latest fashions, they can be just as easily convinced to create B/Wtotally unique for you. something Right now with the Anniversary Sale on, the savings are unbelievable--just in time for that early Christmas shopper. Plus they have a layaway plan just in case shoppers ﬁnd too many deals.

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| CAMPBELL RIVER MIRROR | FRIDAY, OCTOBER 14, 2011

SUCCESS STORY

A niche product starts here and goes viral D

iscovery Trekking Outﬁtters on Ironwood is a Campbell River success story of international scope, however if owner Leslie Hanes relied on walk-in trade her enterprise would be dead in a New York minute. “More people come into my store looking for donations than they do to purchase my clothing and products,” she jokes. In fact, less than ﬁve per cent of her business is generated locally. Yet, in the space of nine years, Hanes has grown her company by 10 to 20 per cent annually and she anticipates dramatic growth in the next two years. Before Hanes took an ICBC buyout in 2002, she had a small sewing business “on the side.” That sideline quickly “developed a life of its own.” “Discovery Trekking started as a homebased outer wear company. Someone walks in and we custom make their jacket or pants. However, if that was the only part of our business, we would have to close,” Hanes says.

Leslie Hanes’ internationally-successful Discovery Trekking Outﬁtters continues to operate out of Campbell River, despite only ﬁve per cent of her business coming from locals, because she likes “a deck with a view and quality of life.”

“We have been able to develop several product lines that are novel and have low competition. One of them is a towel. There are lots of towels out there, but we developed a towel with germ-killing

silver ﬁbres that doesn’t get musty and dries about four times faster than others.” Being a small business in “such a remote area” with no marketing budget for a niche product created signiﬁcant challenges. That’s when Hanes discovered that free earned media was hugely more effective than paid media (advertising). “We contacted editors to see if they’d do articles about our unique product. Suddenly we were getting reviews in Sailing, Fitness, Swimming World, The Vancouver Sun and the Toronto Sun. The reviews went viral ... giving us the type of press we could never afford.” Today Hanes’ products are sold by such majors as Amazon and REI (Recreation Equipment Inc.), one of the largest outdoor retailers in the US. Her customers come from the US, France, Mexico and Japan. While she employs about 10 people locally, much of her manufacturing is contracted out to service providers in Mexico. Warehousing is spread between Campbell River and Texas. What keeps Hanes and Discovery Trekking here where “shipping costs are ridiculous?” It’s simple: “A deck with a view and quality of life.”

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FRIDAY, OCTOBER 14, 2011 | CAMPBELL RIVER MIRROR |

ANALYSIS

Economic progress is a “marathon, not a sprint” » By Brian Kiernan Special to The Mirror

hen it comes to engineering a sustainable economic future for Campbell River there is no shortage of vision.

In fact, there are several visions emanating from the city’s key economic service providers all relating to essential elements of growth and stability. And, they are complementary.

The question is: Are they focused in a cohesive, over-arching action plan? The answer is: Not yet.

Some would say that’s not good enough. The city’s various movers and shakers have been strategizing intensely for some time. This rocket has been sitting on the launch pad long enough. It’s time for lift off.

economic development on behalf of the city; and NIEFS, to help the jobless develop workforce-ready skills.

the broadest audience, but it is not the umbrella under which other service providers gather to combine their efforts.

For the Chamber, 2011 has been all about “deliverables”, most notably its Labour Market Project (LMP) study published in March. It included a baseline of historical economic data, a centralized data base of employer information and a comprehensive employer survey. It laid the groundwork for collaboration amongst the city’s economic partners.

Rivercorp is truly a work in progress this year. In July, the city’s development corporation named a new CEO. Three months into the job Vic Goodman is still getting to know the community he has adopted and he is counselling patience.

Chamber executive director Colleen Evans says: “The research, benefits and outcomes that have flowed from the LMP have laid a foundation for a number of opportunities including collaboration and co-operation between our organizations.” The Chamber is in constant communication with Rivercorp, NIEFS and other service providers to ensure its initiatives benefit

much a marathon, not a sprint. For us to do a proper job we need to look further into the future and verify that the industries we try to nurture are sustainable over the longer term so we have generational capacity to grow the community as opposed to short term bubbles that can burst and leave us empty handed.”

This is not the Rivercorp of 2010 seemingly obsessed with the elephant in the room ... Catalyst. That’s not to say ﬁlling the Catalyst vacuum is now on a back burner. It is still a large Rivercorp ﬁle, but it is one of many.

“We have tremendous opportunities in Campbell River to create a new economic base, but a lot of (our initiatives) are in the idea stage. The ground work that lays the foundation for establishing new long term sustainable business models has yet to occur.”

Goodman says: “I can say the Catalyst site is not going to look like it used to. The paper mill is not going to come back. We hope it could be a mix of businesses that have economic sustainability. We’re still very interested in trying to assist Catalyst re-invigorate that property.”

A key role for Rivercorp, he says, is identify potential projects that have “commercial legs.” “We can’t have just a two or three year window. Economic development is very

He adds: “If we are going to look at developing sound foundations for new forms of business laying the groundwork properly is a time consuming process. It’s not about the ﬂavour of the week.”

Fair enough. But, it is not that simple.

Three of the primary service providers contributing to the whole economic development picture are the Campbell River Chamber of Commerce, Rivercorp and the North Island Employment Foundations Society (NIEFS).

Each has a distinct mandate: The Chamber, to focus on business retention and growth on behalf of its members; Rivercorp, to create, support, and enhance sustainable

“If we are going to look at developing sound foundations for new forms of business laying the groundwork properly is a time consuming process. It’s not about the ﬂavour of the week.”

Amongst these service providers the mantle of team leadership has fallen on NIEFS because of its role as the driving force in charge of implementing the goals continued on B8

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| CAMPBELL RIVER MIRROR | FRIDAY, OCTOBER 14, 2011

Work World... a Family Affair

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Economic progress of the 2011 “Campbell River Community Accord in Support of Workforce Development.”

1/4 PAGE

The LMP identiﬁed the Accord as “an excellent framework within which to develop creative action plans that will support the changing economic landscape.” And, NIEFS was identiﬁed as “a recognized leader” that should “take the lead in integrating programs and employment services.”

WORK WORLD Al, Marlene and daughter Sydney are one big ‘happy family’ and enjoy working as a team. They feel strongly about providing great customer service and supporting B/Wevents. community Campbell River is a beautiful place to call home and they are grateful for the support of their friends and customers.

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Further, the Accord has a mandate to develop a SMART (speciﬁc, measureable, attainable, realistic, timely) action plan that includes a strategic plan for coordinated workforce development as well as a strategic marketing and communications plan. Unfortunately, work on that SMART plan has not yet begun for reasons that are largely out of NIEFS’ control. This year the Ministry of Social Development has opted to revamp the delivery of employment programs. Soon Campbell River will have just one contracted provider delivering “an integrated system of employment supports.” Similar contracts will be awarded in 72 other employment centres around BC. At present, employment “clients” seeking help through provincial and federal programs must navigate multiple service providers. The new “single window” approach is meant to “take the mystery out of navigating the employment

system,” the government says.

For several months now NIEFS has had its nose to the grind stone preparing its bid. This is no slam dunk. NIEFS has competition for delivery of the new employment model here in Campbell River. For NIEFS, this is a life or death exercise.

NIEFS executive director Doug Preston says once the government RFP process is complete an Accord “action plan” will be developed through the fall and winter.

“The Community Accord Development Committee (a core working group) will meet in the late fall to report on actions and projects that have been implemented. In the winter of 2012, we will be coming together to share economic and labour market information and to coordinate actions that will support workforce development and the goals of the Community Accord,” Preston says.

Rivercorp’s Goodman reinforces the need to get on with the job. “To build collaboration we need to be talking and sharing ideas. If there have been silos... we need to be working better together. Communication is the key.”

But there is one nagging problem. If NIEFS somehow fails to secure an ongoing contract with the provincial government the process of getting this SMART rocket off the launch pad is going to suffer a troubling organizational setback. That is a prospect no one wants to contemplate.

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The education/workplace disconnect » By Brian Kiernan Special to The Mirror “A cultural shift needs to occur in our community that lifelong learning is not an option, it is mandatory and should be a personal responsibility.” – Campbell River Labour Market Project, 2011.

any Campbell River employers think we are suffering from a “rich resource town hangover” that has robbed many young people of their ambition. In a recent employers’ workshop one of the biggest challenges to success was identiﬁed as “the disconnect between the education system and skills needed locally.” Indeed, the gap between local education outcomes and the expectations of employers was a common thread running through much of the “Labour Market Project” (LMP) study published this year by the Campbell River Chamber of Commerce and its partners. Not surprisingly, School District #72 Superintendent Tom Longridge tells quite a different story.

“Within this district ... we want to work cooperatively with the businesses in town to provide employees with the skills to be successful and have successful careers in Campbell River,” he says. “But it is expected that many of our skilled (graduates) go to colleges and universities outside our community and get connected with learning opportunities and employment in other jurisdictions. “We are expected to give our kids what they need to be successful in any environment, not just in the context of Campbell River. Certainly within the small business and employer community we have worked closely through a number of programs and have partnered with businesses large and small.”

Regardless, more than 80 employers reported that they had difficulty filling job vacancies in the past year. “The main challenge in trying to recruit workers into difficult to fill positions (was) an inability to attract qualified people,” the report authors found.

Strong concerns were expressed about the readiness of local young people to take on the responsibilities of employment with employers citing “lack of life skills, an attitude of entitlement, indifference and a rich resource town hangover effect.” Longridge says: “When an employer (defines) one particular skill set that they require, it is difficult for us to train for exactly that specific job. But we hope that we are preparing kids to be flexible and function in any job environment and to learn how to learn.” The district superintendent says when the LMP talks about a lack of life skills and an attitude of entitlement ... “that’s not something that a school system has control over to change.” “That’s an environmental and cultural and contextual concern that (business) feels is endemic in our society. We can try to address those things but ... we don’t (control) what students come to school believing,” Longridge says. The Chamber report advocated more “school to work transition programs.” “Employers, in all fairness, have been focused on survival, rebuilding and business issues more than connecting with students. Perhaps educators have not been persistent (getting) the attention of employers,” the report suggests. Longridge admits there “could be a communications lag.” But he adds: “It certainly is interesting to me how we overcome that when we are actually looking for involvement.” There are certainly communications gaps. The report states that statistics for the 2007/08 and 2008/09 school years indicate that 33 per cent of local 18-yearolds failed to graduate. Longridge says in fact the six-year graduation rate is around 80 per cent.

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“Seymour Paciﬁc has allowed students to experience ﬁrsthand training ... and get a work experience credit that contributes to their apprenticeship hours,” Demeo says. Similar programs are in place for plumbing, electrical and auto mechanics at Timberline Secondary on the NIC campus. Even though the economic downturn has reduced the number of placements such as this, businesses like Walmart have done “an excellent job” of taking special needs students and providing them with skills, Demeo says. “This community goes above and beyond to accept our students and help ... but we

Statistics indicate that Campbell River employers have little interest in training programs for their staff. Nor do they see much value in approaching local educators for help when they are hiring. In a survey conducted for the Campbell River Chamber of Commerce Labour Market Project, 66 per cent of employers reported that they do not assess their training needs annually or engage in training planning. More than 70 per cent said they never or infrequently sign employees up for off-site education and training. As well, 55 to 62 per cent said relationships with colleges and high schools were “not applicable” to their recruiting strategies. Cheryl O’Connell, the Director of Continuing Education and Training at North Island College (NIC), says it does not have to be this way. “We are constantly developing and delivering programs to suit employer needs. If our employers feel their needs are not being met, they need to tell us what those needs are,” she says.

“One example is the Ace-It Carpentry Program at Carihi Secondary. Students complete their ﬁrst year of their technical apprenticeship while in school. It is a joint program between North Island College (NIC), School District #72 and Seymour

In the 2010/11 continuing education cycle NIC worked with local businesses and provincial government ministries to offer a variety of training including: retail training for more than 30 students who were employed by Walmart; leadership training

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have lost the big employers.”

Demeo also cites the Career Co-op program in which students start out in the classroom learning job skills such as preparing for an interview, resume preparation, work ethics and personal presentation and then their teachers go out and ﬁnd placements from a data base of businesses.

Other partnerships are emerging for students in computer animation and electronic arts.

Longridge adds: “We are working with the core structure that the Ministry of Education requires ... to expand so we have more ﬂexibility with what we can do with kids in regard to job preparation, work experience and partnerships.”

Local employers turn their backs on training and education outreach

School District #72 Director of Instruction Tom Demeo says there are a number of examples of ongoing school district/ business partnerships.

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for more than 30 business staff; Transport Canada marine training for First Nations; natural resource occupational skills training; greenhouse management training; tourism sector training; shellﬁsh occupational skills development; and residential building maintenance worker training. O’Connell says that even small businesses with training needs for just a few staff can be helped by being bundled with other companies with similar needs. “The programs offered in 2010/11 are a very good example of how the post-secondary community can and does work directly with the business community supporting individuals to enhance their skills,” O’Connell says. In September, NIC’s continuing education division announced a “Woodland Harvesting Program” made possible by the work of “a pro-active committee of forest sector companies” and funding from the Ministry of Jobs, Tourism & Innovation. “These kinds of initiatives are possible because of one-time provincial government funds becoming available. We recognize that business and industry have limited resources. “I urge employers to call me directly. It is my responsibility to respond to community needs in a timely manner,” O’Connell says.

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B10

| CAMPBELL RIVER MIRROR | FRIDAY, OCTOBER 14, 2011

SUCCESS STORY

Salmon soap opera has happy ending W

hen Clint and Linda Cameron bought Dolphins Resort in 1985 it seemed like salmon ﬁshing would be their ticket to ride. By 1990 they had 20 Boston Whalers in the water and 20 ﬁshing guides on staff. But someone forget to tell the salmon to stick around.

“Weddings have become a huge part of our business,” he adds. “We did 18 this summer.” Those weddings involve booking the entire resort for at least two nights. Cameron’s daughter Paula’s August wedding took place on the beach

and 140 guests were entertained with live music in the resort’s main lodge.

reserve at its back door and resident hump back whales at the front door.

To further diversify Cameron opened “Dolphins North,” a fly-in, floating fishing lodge 20 kilometres south of the Alaskan border with a grizzly bear

That lodge is 85 to 90 per cent full in the ﬁshing season.

Cameron also introduced daily heliﬁshing tours originating from Campbell River. He’s done about 100 so far this year.

Despite a rebound in fishing, this summer the Camerons hired just three to five contracted boats to service their fishing guests.

These one-day excursions explore remote lakes and streams with stops on glaciers. It is strictly catch and release ﬂy ﬁshing and, at $2,000 per person per day, it is sport for only the most dedicated anglers.

This doesn’t appear to have the makings of a success story. It’s more like a salmon soap opera except for one vital business ingredient – diversiﬁcation.

There is no question that the economic slump in the US has impacted the Camerons’ bottom line.

Clint Cameron says: “We diversiﬁed into more of a year round resort instead of just being open for the summer. If we had not diversiﬁed, we would have been forced to sell.” Locally, Dolphins is garnering a well earned reputation for intimate gourmet dining. “Our goal has always been to have the best food with local ingredients. We are so happy with our cooking staff right now.”

Today, just 25 per cent of their guests come from the States. Sixty per cent are Canadian and 60 per cent of those are Vancouver Islanders. The balance of his guests are European.

Cameron says: “We’re kidding ourselves if we think Campbell River tourism can grow without American tourists. Paula, Clint’s daughter, and Jordan Monks were one of 18 couples married at Dolphins this summer. Even so, we’re excited about Credit: Erin Wallis Photography) the future.”

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B11

Chamber opens “portal” to maximize mega-project beneﬁts » By Brian Kiernan Special to The Mirror

he Campbell River Chamber of Commerce has developed a one-stop website resource centre to maximize the economic opportunities that come with major construction projects in the area. Chamber Executive Director Colleen Evans says the innovative Major Projects Portal “is a comprehensive data bank that will showcase local business services.”

Chamber Board of Directors Chair Gary Thulin says: “This portal will be a major asset in our toolbox. It is a significant innovation in support of our goal of bringing value and relevance to our members. At the heart of the Chamber’s mandate is business retention and growth. Both will be enhanced by this project.” This unique “window of opportunity” is opening well ahead of the start of the $1.3 billion John Hart Generating Station Replacement Project and will be an important resource for the international construction companies and consortiums bidding for the BC Hydro contract. Evans also believes the new website will become “a template” for many other communities eager to maximize the benefits of major projects. “It is the first time a community like Campbell River has embarked on such a sophisticated project to secure and enhance the benefits of an approaching economic boom.” The Hart replacement project is expected to generate up to 3,000 worker years of

employment for a period of five years. BC Hydro has already issued “Requests for Qualifications.” Those will be condensed to three potential proponents who will compete for the contract. BC Hydro was preparing for the regulatory and procurement processes to begin this fall, but that timetable has been pushed out approximately six months, BC Hydro spokesperson Stephen Watson says. “In looking at the regulatory process that we need to undertake, the Canadian Environmental Assessment Act, the BC Utilities Commission and the BC Parks Boundary adjustment, we feel that we need a little more time to go through that and prepare. So now we’re to better prepare for that. “BC Hydro was looking at potentially starting the project, shovels in the ground, by winter 2012/13. Now it is summer 2013 with the project to be completed around 2017.” Other major projects on the horizon or underway include: Campbell River Hospital, Raven Coal, Gold River Green Island (waste) Energy Plant, Wei Wai Kai Nation Quinsam Crossing and Berwick Retirement Complex. Evans says the portal will serve two primary functions. It will encourage major project contractors to engage local suppliers of materials, equipment, expertise and labour and to more efficiently design their procurement strategies using an industry-friendly coding system. And, it will enable businesses and suppliers to post information on the site thus creating

Companies wanting to get involved with BC Hydro’s $1.3 billion John Hart Dam generating station replacement project will be able to take advantage of the Campbell River Chamber of Commerce’s one-stop website resource centre.

a robust business database.

general contractor.”

The site was developed in collaboration with BC Hydro, the Vancouver Island Construction Association and the Vancouver Island Economic Alliance.

Chamber of Commerce members will have first access to the portal this fall to register their company profiles at no charge. Then non-members will be invited to submit their profiles for a modest fee of $50.

After previewing the site Steve Bevington, General Manager of the Upland Group, says it’s exactly the resource he has needed. “From the point of view of a sub-contractor

By January, the general public will have access to the portal. While the site will

The Campbell River Chamber of Commerce has developed a one-stop website resource centre to maximize the economic opportunities that come with major construction projects in the area. we believe this portal will enhance our exposure to general contractors seeking our services. This portal, and similar ones for other communities, will also be useful to us when we are bidding contracts as a

not directly advertise job openings, Evans says “our workforce will be able to track the progress of the project and identify employment opportunities in various sectors of the local economy.”

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B12

| CAMPBELL RIVER MIRROR | FRIDAY, OCTOBER 14, 2011

SUCCESS STORY

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t is a measure of Steve Daigle’s boat building success that a customer from 10 years ago can recoup the full price of his original boat when he trades up to a new vessel.

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In 1985, Steve left his home in Prince Rupert to launch Daigle Welding & Marine Ltd. and EagleCraft aluminum boats in Campbell River. Since then his business has expanded four times and now has more than 30 employees including an inhouse naval architect. In 26 years Daigle and his team have custom built more than 770 commercial and pleasure craft from 24 to 60 feet in length with price tags from $300,000 to $1.3 million. Recent sales have included a 50 foot landing craft shipped to Inuvik and a 43 foot pleasure craft built for a Russian politician. Currently, there are seven boats under construction in the Daigle facility on Island Highway. Daigle says his customers – from BC,

Alberta, Washington State and as far away as Norway and Chile – “have owned boats before, are knowledgeable about boats and want to have speciﬁc features that they have seen on other boats custom designed into the boat we’ll build for them.

“Other boat manufacturers have speciﬁc models of boats that they set up on an assembly line. Our boats are more expensive than production line models because we custom design and build our aluminum boats.” Daigle says he has lost a good percentage of his US customer base because of the economic downturn, but has made it up on the Canadian side of the border.

One of the unique services Daigle offers is a boat storage facility. Currently he has about 20 customers, primarily from Alberta and Washington State, who leave their boats in Campbell River. “When they come out their boat has been brought out of storage, cleaned, fuelled up and tied up at one of our slips in the marina ready to go,” Daigle says. That kind of ongoing relationship with customers is at the heart of the value proposition Daigle brings to his business.

“It’s more than just building a boat. We sell an investment,” he says.

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FRIDAY, OCTOBER 14, 2011 | CAMPBELL RIVER MIRROR |

B13

City Hall gets an earful from business leaders B

usiness leaders in Campbell River are making it painfully clear that when it comes to encouraging business growth city hall is coming up short.

friendly environment in Campbell River that is responsive to business needs and supportive of business success as their top priority.”

One businessman says “a plague of bureaucracy” is hindering progress. Another suggests that “fresh faces at city hall” might help.

In an interview with the Mirror Canaccord Branch Manager Brian Shaw says “a plague of bureaucracy” has fostered an “obstructionist” culture at city hall. He says the issue boils down to “the inability of the current council to break the implacable infrastructure at city hall.”

These concerns are supported by two surveys conducted by the Campbell River and District Chamber of Commerce that reveal that “creating a business friendly environment” is the most pressing priority for the business community. Chamber members were asked to measure the level of business friendliness in the city. An overwhelming majority, 86 per cent, feel Campbell River is not proactive about offering tax increment financing packages or other incentives to attract investment. Another 82 per cent do not believe the city has strong economic development strategies and a streamlined development process. And, 70 per cent do not agree that elected leaders and staff are willing to assist with pre-permitting of development sites and time efficient processes for licensing and permitting. Chamber Executive Director Colleen Evans says: “More than 90 per cent of our members identified having a business

“The councillors have tried. I give them full credit. They have the best of intentions. Unfortunately there is a small faction that is creating huge roadblocks to development.” Shaw adds: “Bureaucrats, engineers and planners are using a building code that is onerous and seemingly created by lawyers from a much larger town.” They are so afraid they don’t get out in the community and help out. There is no willingness to explore all aspects of a development, he says. Steve Daigle, owner of Daigle Welding & Marine, says: “We need to give businesses an incentive to come here with development cost charge (DCC) concessions. And, we need some fresh faces at city hall.” “Our city council and city managers need to be more in tune with what it takes to

Debra and Lyle Wolfe have owned and operated Great Canadian Oil for six years. They moved to Campbell River in the fall of 2003. Debra grew up in Campbell River and has a large extended family here. When the opportunity presented itself to open a Great Canadian Oil Change in Campbell River they jumped at the chance. Prior to opening the Great Canadian Oil Change, Lyle owned and operated a very successful automotive repair business in Aldergrove/Abbotsford for more than 20 years. Debra and Lyle contribute to their community by supporting the SPCA, Campbell River Food Bank and many local organizations and clubs. They are a great example of what you spend locally, remains locally. “Last month, Great Canadian Oil Change was rated #1 oil change in Canada for 2010.” Globe & Mail, JD Power, Sept. 20, 2011. “They were 1 of 2 companies awarded 5 stars in auto service.” autoblog.com, JD Power Sept. 20, 2011.

run a business in Campbell River. They are out to lunch. They’ve really got to give Rivercorp more reign and they have to start looking at ways they can attract business.” Daigle constructed his building six years ago for $3 million and paid $24,000 in DCC charges. To do the same thing today would cost $100,000 in DCC charges. He says the DCC charges he paid were for “substandard” sewer and water infrastructure services... the same “substandard” services he pays for every year in his $20,000 property tax bill. “The city managers say we’re right in line with whatothercommunities on Vancouver Island are charging. That’s no incentive to come here. We should be waiving DCC charges. And, they’ll make that back in property s.” taxes in a very few years.” Jim DeHart, operations manager of Destiny River Adventures, says Campbell River “is not the easiest place to do business.” He says in other communities municipal officials are more proactive about working with business. They actively look for ways “to make the business environment better.” They work with businesses to come up with what makes sense instead of implementing policies first and getting business input second, he says. DeHart is also the founder of “Cambellton First,” a business and residents’ lobby organization to fight neglect in their area. “Cambellton is always the last place to have anything happen,” DeHart says. Chamber Board of Directors Chair Gary Thulin says: “Through Chamber led efforts we will progressively advocate to secure a more business friendly environment for a competitive edge while balancing sustainable growth and ongoing development.” Executive Director Evans says: “Our members have spoken. Now the chamber will be a catalyst on behalf of our members to work cooperatively with the city and other stakeholders to retain the businesses we have and create a healthy environment for business growth.”

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Chamber survey participants were invited to include their views anonymously. Here’s a sample. One said: “hall needs to become more realistic about the lack of good well paying jobs in this area. We do not need all the high paying jobs in city hall after all we are paying their salaries with our taxes.” Another said: “The city needs to be more proactive in revitalizing all of downtown...

more media attention to making Campbell River a destination city and less spent on high cost labour.”

One respondent called for “a complete and comparative review of the cost of bureaucracy in Campbell River. “

Rivercorp CEO Vic Goodman believes there would be value in the city measuring its business development readiness. “There would be some value in measuring the city’s (development) processes and procedures against other communities of similar size in BC to see how it measures up against others ... to verify whether or not the city is harder to do business with or less investment ready.

“If we acquire those metrics we could indicate to the critics that the city is as good as or better or not quite as good as other communities and it could help the city to measure whether or not it is doing the right thing,” the CEO says.

Goodman says Rivercorp can help as well. “If a business is encountering signiﬁcant problems dealing with the city and there is a business case that is potentially impacted we can certainly have discussions with the city at the appropriate levels to move things forward.”

However, he adds that “from a policy standpoint Rivercorp has no control over the processes and procedures in place at the city.”

Goodman also notes that “the city is in the process of going through the development of a sustainable ofﬁcial community plan that outlines a future vision for the city that applies the input of large numbers of people in the community related to what the city should look like... and some of that will impact the way the city deals with business on a go forward basis.”

B14

| CAMPBELL RIVER MIRROR | FRIDAY, OCTOBER 14, 2011

SUCCESS STORY

Meet the ‘drama queen’ from Coronation Street » By Brian Kiernan Special to The Mirror

decade ago Jackie Chadwick was a sexy star on Britain’s addictive TV soap Coronation Street.

Oh, how things have changed. “These days I’m happy to be Campbell River’s drama queen,” the married mother of two says with a smile.

At the apex of her stardom 18 million Brits, and millions of other fans around the world, were glued to their TVs as Chadwick’s character – the “bitchy, home wrecking” Linda Baldwin – married the elder owner of the local knickers factory.

Today, 60 kids from five to 16-years-old learn the fine art of drama at the former star’s Jaqueline Chadwick Academy of Performing Arts in Campbell River. Chadwick left Coronation Street during pregnancy and never returned to TV. The notoriety of stardom had worn thin. “You can’t go shopping. You can’t get on a train. It’s not normal living,” she recalls. In 2005, she launched a new career as a drama coach with her first academy in Manchester. “I came from a working class background and I had opportunities through drama and acting from the age of 11 that I might not have had otherwise in a million years. I wanted to give kids the same opportunities I was lucky enough to have.” Her cache was such that one academy became 12 expanding across north western England and into her native Scotland. Then came a fateful Seattle-Alaska cruise ship holiday. “We came through the Inside Passage and it was glorious. We saw Campbell River

Former UK-based actress Jackie Chadwick is teaching Campbell River students more than just acting. She is imparting life skills that will build conﬁdence the youths will need to face an increasingly challenging social environment. Jackie Chadwick (from right) gives acting advice to students Mary Park and Ashley Poslowski. and said ‘let’s go for this.’” Three months later Jackie and her husband Simon applied to emigrate.

room and take a risk and have fun with performance and feel comfortable with people watching them.”

Settled here Chadwick quickly realized that drama and actor training was under represented in the community. “It is such an important set of skills and there was a gap and I wanted to ﬁll that gap.”

Chadwick teaches are more than acting. She teaches life skills that she believes are important conﬁdence builders in an increasingly challenging social environment.

At academy classes at the Sportplex Chadwick starts by instilling self-esteem and conﬁdence because “the kids can’t progress in drama if they can’t stand in a

“The kids learn to communicate, to project an image of themselves. They realize that they can have an idea, work on it and it will turn into something wonderful.”

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SUCCESS STORY

A Dream Come True In May, Anke Mengler-Meing, designer and her husband Diego Koeberle, certiﬁed master gold and platinum smith opened their ‘dream store’... Kampmann Jewellers. The jewellery is skillfully crafted and handmade of intricate detail and quality, using gold, silver or platinum. They provide maintenance and repairs including restoration of antique pieces. Anke and Diego are very passionate about their business and are dedicated to providing outstanding customer service. They are very grateful for the warm welcome from the community.

Matt comes home and brings L.A. with him When Matt arrived in Vancouver he took a two-year diploma course in media production at Capilano College and went to work for a major sound studio. A decade later the Vancouver studio had fallen on troubled times and Matt found himself laid off.

» By Brian Kiernan Special to The Mirror

en years ago Matt Gioinet could not have worked as a dialogue editor on a Hollywood movie from the comfort of his home-based business in Campbell River.

Campbell River exerted its magnetic pull. Family, natural beauty and affordability were enough to bring Matt back. Advances in affordable computer technology and the increasing capacity of the Internet to effortlessly move huge amounts of data made the establishment of a remote studio possible.

Today, he can and he is. His business, EarWorm Sound, specializes in sound design for ﬁlms and video games, post production dialogue editing for movies and live recording. The L.A. movie, by the way, is titled Sophia, stars Christian Slater and Donald Sutherland and will be released soon.

On his return Matt connected with Community Futures and was one of a handful of North Island entrepreneurs to qualify for participation in the “business futures program.” It allowed him to continue receiving unemployment beneﬁts while developing a business plan and taking business courses.

Robert Dehn, manager of Sonic Magic Studios in Culver City, says: Matt’s “quality of work, speed and attention to detail make him an asset. Using cutting edge technology we were able to have him work remotely for us 1,300 miles away in Los Angeles.”

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B15

More than 10 years ago Matt Matt Gioinet, proprietor Matt is already giving back. was just another Campbell of EarWorm Sound He sits on the Campbell River 21-year-old leaving town for the bright lights and opportunities River Creative Industries Board and he is assisting the local “Youth in Radio” project. of Vancouver. His agenda is simple ... to eventually move Today, he is being tagged a Campbell River from a home-based business to a studio “poster boy,” a returning native son who downtown with the capacity to start hiring has a dream to be on the leading edge of a a new generation of tech savvy young creative high tech sector in its infancy here. people.

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B16

| CAMPBELL RIVER MIRROR | FRIDAY, OCTOBER 14, 2011

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