Grande Cache Economic Development Report by Grande Cache Alberta

GRANDE CACHE ECONOMIC DEVELOPMENT Town of Grande Cache

MARCH 2008

Acknowledgments

Town of Grande Cache

Stantec Consulting Ltd.

Tara Wignes Manager, Economic Development & Tourism

Bo Stachniak Senior Consultant

Darren Ottaway Chief Administrative Officer

Karen A. Gregory Managing Associate

Debbie McCann Development Officer

Amy Belliveau Research Analyst

Participants Stantec and the Town of Grande Cache would like to thank all survey and workshop participants.

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

Table of Contents 1

EXECUTIVE SUMMARY ...............................................................................................1

INTRODUCTION ............................................................................................................2

2.1

Background......................................................................................................2

2.2

Assignment ......................................................................................................2

2.3

Scope and Purpose.........................................................................................2

2.4

Related Reports ...............................................................................................3

2.5

Methodology ....................................................................................................3

2.6

Stakeholders ....................................................................................................3

COMMUNITY ECONOMIC GAP ASSESSMENT..........................................................4 3.1

What is a Gap Assessment? ..........................................................................4

3.2

Initial Findings .................................................................................................4

3.3

Current State..................................................................................................12

3.4

Future State....................................................................................................13

3.5

Identified Gaps...............................................................................................14

BUSINESS RETENTION AND EXPANSION STRATEGIES ......................................18 4.1

Overview of Business Retention and Expansion Strategies ....................18

4.2

Human Capital – Improving Grande Cache’s Labour Availability and Productivity .........................................................................................................................18

4.3

Physical Capital – Improving Grande Cache’s Physical Environment....19

4.4

Improving Grande Cache’s Marketability to Tourists, New Businesses, and Developers .....................................................................................................20

4.5

Enhancing Grande Cache’s Existing Firms through Technical and Development Assistance......................................................................................................21

CONCLUSIONS AND RECOMMENDATIONS ...........................................................22 5.1

What Needs to Be Addressed ......................................................................22

5.2

Recommendations ........................................................................................22

5.3

Priorities .........................................................................................................24

5.4

Timelines ........................................................................................................24

5.5

Recommendation Summary.........................................................................25

APPENDIX A – ACTION PLAN FRAMEWORK .........................................................26

APPENDIX B - BUSINESS RETENTION AND EXPANSION SURVEY RESULTS...32

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

1 EXECUTIVE SUMMARY The Town of Grande Cache retained Stantec Consulting Ltd. (Stantec) to develop a community economic gap assessment that identifies gaps within the local economy and provides recommendations on how to address these gaps, as well as develop business retention and expansion strategies. This report is one of five related reports that focus on Grande Cache. Using information provided in these reports and by the Town of Grande Cache as a baseline, further information was collected from interviews with relevant stakeholder groups, survey results from the business retention and expansion (BR&E) survey, results from the BR&E workshop, and other external research. From the initial findings of the project, a current state assessment was performed for Grande Cache. Using information provided in the 20/20 Vision of the Future a future state assessment was determined. Next, a community economic gap assessment was done that highlighted the social, technological, environmental, economic, and political gaps faced by the Town. Using the information from the BR&E survey and the identified gaps, four business retention and expansion strategies were developed. Each strategy contains an overview of the strategy, survey results related to the strategy, and action items that may augment the strategy. The strategies are: •

Human Capital – Improving Grande Cache’s Labour Availability and Productivity

•

Physical Capital – Improving Grande Cache’s Physical Environment

•

Enhancing Grande Cache’s Marketability to Tourists, New Businesses, and Developers

•

Enhancing Grande Cache’s Existing Firms through Technical and Development Assistance

Conclusions and recommendations were developed to address the community economic gap assessment and to support the BR&E strategies. The recommendations were categorized, prioritized, and given an estimated timeline for completion. The recommendations are summarized in the chart below. Recommendation Summary What Needs to Be Addressed Tourism vs. Industry Review the action plan framework Prepare a business case for a second grocery store Prioritize the gaps outlined in this report Future Land Acquisition Update the municipal development plan Prepare a business plan for land acquisition Supporting Resort Development Complete the beautification strategy Update existing facilities to support resort development Start positioning Grande Cache for future development

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

Priority

Timeline

Medium Low High

Long Term Short Term Short Term

Medium High

Medium Term Short Term

Medium Medium High

Short Term Medium Term Long Term

2 INTRODUCTION 2.1

Background

The Town of Grande Cache (Town) is located in north-central Alberta and nestled in the foothills of the Rocky Mountains. Grande Cache was formed in 1969 to support the development of a coal mine in the area. Grande Cacheâ&#x20AC;&#x2122;s subsequent reliance on the coal mine as the regionâ&#x20AC;&#x2122;s single employer placed its economy at the mercy of the mercurial nature of the world markets for coal. Consequently, Grande Cache has experienced several boom-bust cycles during its short existence. In an attempt to diversify the local economy and avoid further economic fluctuations, the Town actively diversified local activity. Currently, Grande Cache boasts a much richer economy with activity in several key industries, including oil and gas exploration and drilling, tourism, forestry, coal production, thermalelectricity generation, and a federal correctional institution. The local tourism industry is emerging as a strong economic force in the community, and the Town has identified a need to ensure that this industry develops to its full potential to offset the boom-bust cycles that are common in the resource industry. To this end, the Town has created a strategic plan that sets out its vision and goals for the next 20 years. The Townâ&#x20AC;&#x2122;s plan, 20/20 Vision of the Future, articulates its desire to find a balance between being a premier mountain tourism destination and a thriving, stable resource-based economy. One of the key strategic areas of focus identified in 20/20 Vision of the Future is diversified, structured economic development that strives for diversification. A key recommendation in the strategic plan is the completion of a business retention and expansion (BR&E) survey. This assignment is a response to this recommendation.

2.2

Assignment

The Town of Grande Cache retained Stantec Consulting Ltd. (Stantec) to provide the following: 1. Execute business retention and expansion surveys and provide a summary report of survey results. 2. Facilitate a business retention and expansion workshop with business and town representatives. 3. Using the results of the first two assignments, develop a community economic gap assessment that identifies gaps within the local economy and provides recommendations on how to address these gaps using municipal policies and actions that affect the ability of existing business to expand and prosper, as well as facilitate new investment opportunities that may be available. 4. Develop business retention and expansion strategies that focus on what the municipality can do to retain and attract businesses of all kinds. 5. Prepare a preliminary business case for a major tourist resort for the Town of Grande Cache to attract and encourage development.

2.3

Scope and Purpose

The scope of this report focuses on addressing the community economic development plan, providing recommendations on how to address gaps in the local economy, and developing business retention and expansion strategies. The purpose of this report is to provide the Town of Grande Cache with a framework document that outlines the strategic direction for economic development within the Town over the next five to ten years.

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

2.4

Related Reports

The following reports are directly related to this report and should be read in conjunction with this report. •

20/20 Vision of the Future. Prepared by Town of Grande Cache. October 2006

•

Town of Grande Cache Economic Profile. http://www.grandecache.ca/community/Economic+Profile.htm

•

Business Retention and Expansion Survey Results for the Town of Grande Cache. Prepared by Stantec Consulting Ltd. December 2007

•

Town of Grande Cache Business Retention and Expansion Workshop Meeting Notes. Prepared by Stantec Consulting Ltd. November 8, 2007

•

Preliminary Business Case for Tourism Resort. Prepared by Stantec Consulting Ltd. January 2008

2.5

Methodology

A community economic gap assessment was developed for Grande Cache using information provided by the Town of Grande Cache, interviews with relevant stakeholders, survey results from the BR&E survey, results from the BR&E workshop, and other external research. The results of the community economic gap assessment were analyzed, along with information from the related reports, to develop conclusions specifically for the Town of Grande Cache.

2.6

Stakeholders

Stakeholders within the Town of Grande Cache were contacted using several techniques, including personal and online surveys, interviews with Town administration, site visits, and a workshop held in November 2007. Stakeholders included: •

Local business owners

•

Local business managers

•

Town administration

•

Town council

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

3 COMMUNITY ECONOMIC GAP ASSESSMENT 3.1

What is a Gap Assessment?

A gap assessment is a methodology that examines the current state of the economy and compares it with an anticipated future state. The differences between the current and future state are referred to as the “gaps”. A variety of methods were used to determine the current and future states of the Town of Grande Cache (the Town), including a review of the community economic profile. The Town has a community economic profile in place and has developed a strategic sustainability plan entitled 20/20 Vision of the Future. These two documents help establish the current state of the community environment in Grande Cache. The future state was determined in part through a business visitation study that included a BR&E survey and a strategic planning workshop.

3.2

Initial Findings

This section outlines the initial findings from the project team and is based on research, site visits, and discussions with the Town Administration, business owners, tourists, and local residents.

3.2.1

Initial Impressions of Grande Cache

Driving into Grande Cache from Hinton along Highway 40, the first thought that enters the mind of a new visitor is: “Wow! I didn’t know there was a town here.” This impression reveals several interesting points. First, the town is well hidden within the foothills of the Rocky Mountains. Second, the town is isolated from mass commercialism and instead features smaller boutique shops. Third, the town can use these attributes to market itself as a mountain resort town.

3.2.2

Location

The Town of Grande Cache is located on the western edge of Alberta, nestled on a mountain plateau at 1,280 meters of elevation. Grande Cache is 214 km northwest of Jasper National Park in the Canadian Rocky Mountains. The Town is 436 km from Edmonton, 144 km north of Hinton, and 183 km south of Grande Prairie. Highway 40 provides a paved corridor connecting Hinton, Alberta with Mile Zero of the Alaskan Highway at Dawson Creek, British Columbia. Highway 40 is part of the shortest route to Alaska from the United States and also a very scenic route.

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

3.2.3

Infrastructure, Facilities, Amenities, Services and Programs

Formed roughly forty years ago in 1969, the Town has grown to a population of approximately 4,300 residents, although the official 2001 census lists the population as 3,780. With the exception of the aquatic centre, which requires upgrades, the Town’s facilities are in adequate condition. There is capacity in terms of water supply to support a doubling of the population. However, a new sanitary sewer trunk line needs to be built as the Town is currently at capacity. Construction of a sanitary sewer trunk is expected to commence in spring 2008. Until sewer capacity is increased, commercial and industrial development is on hold. Future growth using the Town’s servicing capacities will depend on the orderly and economic expansion of water and sanitary sewer services, as well as the logical extension of the Town’s storm water management system and road network. The community’s infrastructure, facilities, amenities and programs are in various states of repair, ranging from poor to good. As indicated by BR&E survey results, road maintenance and signage are in need of immediate attention. Widely Accepted as Good •

Ambulance services

•

Fire protection

•

Police protection

Average •

Recreational facilities and programs

•

Parks and open spaces

•

Sidewalks and trails

•

Parking

Needs Immediate Attention •

Child care

•

Public restrooms

•

Roads (maintenance and signage)

•

Land use planning

p. 46, Business Retentions and Expansion Survey Results for the Town of Grande Cache. Prepared by Stantec Consulting Ltd. December 2007

3.2.4

Recreation

The recreation and resort development potential in the Grande Cache area is quite significant. The Town is nestled in the foothills of the Rocky Mountains, with direct access to mountains, provincial parks, lakes, rivers, and a multitude of outdoor activities. Every August long weekend, the Town hosts Deathfest, a “Killer Party” that includes a midway, outdoor stage with live bands, and the Death Race, a 125 km course that passes over three mountain summits and includes 17,000 feet of elevation change.1 From the center of town, an outdoor enthusiast is within five minutes of beautiful wilderness areas, including hiking and walking trails, horse riding trails and tours, white water rafting, camping and hunting areas, lakes, and the Passport to the Peaks program, where hikers receive official recognition for reaching all 21 mountain peaks, which are viewable from the Grande Cache town site. The Town’s 30 year old recreation centre features a swimming pool, arena, curling rink, and fitness centre but is in need of upgrades. This need was identified in the BR&E survey, which rated the Town’s recreational facilities and program are average. Also ranked as average are the Town’s parks and open spaces, and sidewalks and trails. The golf course is hemmed in by industrial development; however, a new golf course may be possible, especially along the Sulphur Canyon area.

Town of Grande Cache website. http://www.grandecache.ca/community/recreation/Deathfest.htm

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

3.2.5

Land Use

Grande Cache is bisected by Highway 40. Industrial and recreational land uses are located to the east of the highway, and residential and commercial are located to the west. Residential land was developed in six phases and is primarily low density. Phases one through five are currently at or near capacity. Phase six has existed for some time, but an extension of Phase six, which will be an upscale residential area with larger lot sizes and correspondingly higher lot prices, is currently being sold. Discussions with the Town administration indicated phase six extension is not selling as well as initially hoped but that market demand may change, resulting in greater future uptake. The future development potential of the Town is limited by adjacent Crown lands, topography, past land use planning decisions, and the availability of vacant land, as identified below:

The Willmore Wilderness Provincial Park is located to the south of the Town, limiting the ability to expand the Town’s boundaries.

Steep mountains surround Grande Cache; therefore, even if surrounding lands were annexed, severe slopes would limit the development potential.

The Municipal Development Plan (MDP) limits industrial development and significant enhancements to the existing recreation areas (i.e. the golf course and a future resort development at the base of Grande Mountain) on the east side of Highway 40. Contrary to the MDP, industrial development has prevailed in this area, essentially limiting future recreational development. Town staff have indicated that there is little to no vacant commercial or industrial land. This means that future development must be accommodated through intensified use of the existing supply or the identification of new supply.

The above-noted limitations to growth underscore the importance of using land resources efficiently. The Town is moving in this direction through MDP policies that include, for example, all new residential areas being required to set aside at least 15% of the net developable land for multi-household dwellings and acreage type residential subdivision/development prevented from occurring within the Town boundaries. The above-noted limits to growth also point to the need to ensure that development decisions correspond with ‘big picture’ planning (i.e. the MDP). Policy is only effective if it is implemented. The MDP includes policy to the effect that the Town ‘shall ensure a good supply of light industrial/service commercial lots of various sizes are always available for development east of Highway 40 at any given time’. The MDP also includes policy that the Town ‘shall ensure that a good supply of highway/tourism commercial lots of various sizes are always available for development east of Highway 40 at any given time’. There are tradeoffs with this approach, meaning industrial and commercial development to the east of Highway 40 shall drive economic development at the cost of land being available or suitable for other uses such as future recreational development. The MDP identifies inter-municipal planning (between the Town and Municipal District of Greenview No. 16) and cooperation with other orders of government as a logical next step, recognizing that the future of Grande Cache is closely tied to how land is used and developed outside of its boundaries. With this in mind, the Town submitted an application to the Province of Alberta in the summer of 2007 to acquire 2,400 acres to the south of the current town site and extending to the Willmore Wilderness Reserve. The Town does not have the funding available to outright purchase the land and is examining ways of financing the acquisition. The area to be purchased from the provincial government is outlined in red on the following page.

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

3.2.6

Political Environment

In October 2007, municipal elections were held across the Province of Alberta. In Grande Cache, all municipal government positions were acclaimed. Since there was no election for town councilors or for mayor, it is difficult to speculate what the election issues were, if any. However, there was some turnover on Council, as two new councilors were acclaimed to replace the two that chose not to run again. At the beginning of the project, the survey team asked if there were any internal or external sensitivities that they should be aware of. The only response was that there is a perception that the Town has a group of older families that act like an “old boys’ club”. This perception was confirmed in the surveys, either directly in the written responses or indirectly to the surveyors. This perception of an old boys’ club was articulated most often by younger, newer business owners and managers in Grande Cache, although there is no statistical evidence to support this. One other concern was the direction the Town’s administration should be focusing on between industrial development and tourism development. The survey tried to elicit some general direction from the respondents, but it become very clear that each respondent was biased in favour of their commercial operations. For example, industrial respondents would indicate a preference for further industrial development and tourism respondents would indicate a preference for further tourism development. Business owners and managers that were not in the industrial or tourism sector did not show a strong preference for either industrial or tourism development, but several respondents commented that they thought both were important to future development.

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

3.2.7

Transportation, Accessibility, and Signage

Grande Cache is accessible via Highway 40 and is located 1.5 hours north of Hinton and 2 hours south of Grande Prairie. Access to the Town is essentially limited to this double lane highway. This can cause problems for residents and tourists when weather or accidents necessitate the closure of portions of the highway for safety reasons.

1700 1600 1500 1400 1300 1200 1100 1000 O ct ob er N ov em be r D ec em be r

A ug us t S ep te m be r

Ju ly

Ju ne

M ay

A pr il

Ja nu a

M ar ch

900 ry Fe br ua ry

Average Daily Two Way Traffic

Highway 40 Location Description : 24 KM North of 40 & SMOKY RIVER GRANDE CACHE Year: 2006

Month

Transportation between Hinton and Grande Cache via Highway 40 is a major issue. It is not clear how often the highway is closed, but of the seven trips taken by Stantec personnel along Highway 40 during November 2007, the road was closed or travel was not recommended by the Alberta Motor Association 43% of the time.

Highway 40

Average Daily Two Way Traffic

3000 2500

E OF AIRPORT RD E OF GRANDE CACHE

2000

S OF HOPPE AVE IN GRANDE CACHE

1500

S OF SHAND AVE IN GRANDE CACHE

1000

S OF SMOKEY RIVER MINE ACC 24 KM N OF 40 & SMOKY RIVER GRANDE CACHE

500 0 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Year

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

The signage along the highway leading to and from Grande Cache needs to be improved and updated. When approaching Grande Cache from the south, a tourist would not know they were approaching the Town until they were actually within Town limits. This may be a unique opportunity for marketing Grande Cache as a “hidden gem in the mountains”. Hoppe Avenue is the main street within the Town and stretches from the institution in the valley up to the industrial park on the hill. In some places there are six lanes of traffic (four actual lanes, plus two collector lanes), which seems over-built for a town of 4,300 residents.

3.2.8

SWOT Analysis

A high level strengths, weaknesses, opportunities, and threats (SWOT) analysis was performed for the Town of Grande Cache. Factors that are part of the internal environment of the Town (i.e. factors that the Town has control or influence over) are classified as strengths or weaknesses. Factors that are external to the Town’s operating environment (factors that the Town has limited influence on) are classified as opportunities or threats. The results of the analysis are presented in the following table.

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

Strengths

Weaknesses

•

Access to surrounding natural environment

•

Four pillars of the local economy (mining, forestry, correctional services, gas extraction)

Limitations of Highway 40 due to weatherrelated and accident closures

•

Small/limited trading area

•

Within viewing distance of 21 mountain peaks

•

Resource dependent

•

Deathfest and the Grande Cache Death Race

•

Housing and rental shortages

•

Strategic location in terms of commercial tourism opportunities

•

Housing and rent and affordability

•

Labour shortages

The most direct and scenic primary highway linking the Peace Region with Hinton, Jasper, and the Yellowhead Highway

•

Mixed views in terms of desired future strategic direction - tourism versus industrial expansion

•

Located along the shortest and most scenic route to the Alaska Highway

•

Opportunities (e.g. employment, recreation) for young people

•

A gateway to Willmore Wilderness Park with a wide range of outdoor recreation opportunities

•

Infrastructure expansion is required before additional development can occur

•

A nearby all-weather airport with a paved runway capable of handling scheduled airline traffic and executive jets

•

Underutilization of Willmore Wilderness Park

•

A nearby coal mine, sawmill, and power generation station

Differing views regarding the amount of development that should occur versus conservation

•

Diversification of sustainable development

•

A federal corrections facility within the Town’s corporate limit

•

Nearby gas field development helping to diversify the Town’s original economic base Opportunities

•

Availability of land

•

Expansion of local airport

•

Threats •

Resort development along the CalgaryVancouver corridor

Highway improvements

•

Remote location greatly appeals to outdoor enthusiasts

Impact of commodity prices on the local economy; especially coal, gas, and lumber

•

Geographic location

•

Jasper is the only major recreation area in northern Alberta

•

Access restricted by highway and limited air service

•

Draw tourists and visitors locally and regionally

•

Host Canadian winter games

2010 Olympic Winter Games will focus attention and spending elsewhere

•

Province has major budget surpluses

•

Access to funding

•

Tourists on weekend trips from Ft. McMurray come with money to spend

•

Global warming will negatively impact winter sports

•

Develop a four-season resort

•

Hinton – Grande Cache rail line

•

Canadian Winter Games

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

3.3

Current State

The current state of the Town of Grande Cache was determined using several techniques, including personal and online surveys, interviews with Town administration, site visits, and a workshop held in November 2007.

3.3.1

Key Survey Results

In a meeting with Town Administration, seven critical questions were identified as needing further understanding through the BR&E survey. The questions and answers based on survey results are show below. 1. What are the retail and commercial gaps? Most respondents were generally satisfied with the existing retail and commercial offerings in the Town. However, of the responses provided, certain gaps became evident as they were mentioned numerous times. These include: •

A second grocery store

•

More fast food (chain) restaurants

•

Outdoor recreation stores

•

Wider variety of clothing stores, particular for women

2. What is preventing businesses from expanding? Respondents cited various reasons for expansion problems; however, the top three reasons are related to the availability of land and labour and the quality of the transportation system. There appears to be some linkage between the difficulty in attracting labour and the roads and highways leading to the Town. Several respondents cited the Town’s remote location, aggravated by the difficulties in the transportation system, as reasons for attraction problems. Respondents also stated a need to create a business environment in the Town that would encourage success. 3. What can town administration work on to expand what the Town already has? Respondents provided answers that can be grouped into the following categories: •

Tourism Sector – The Town should encourage growth in this sector by providing support to existing tourism businesses and actively recruiting new ones, such as hunting lodges and guides outfitter. The Town should also develop its existing tourist attractions, such as building a ski hill close to town and expanding the existing campgrounds. The Town should also market itself more aggressively as a resort community and a tourist destination.

•

Service Sector – The Town should encourage growth of existing businesses and recruit new ones in the service sector, such as automobile and recreation vehicle dealerships, grocery stores, clothing stores, and restaurants.

•

Education Sector – The Town should focus on providing educational opportunities that draw on its strength – natural resources. A training centre for the resource sector could be opened and there should also be direct marketing to universities and colleges to locate geology, paleontology, and natural resource management courses in the Town.

•

Infrastructure and Facilities – The Town should address gaps in the current infrastructure by improving Highway 40, increasing the size and capacity of the airport, improving the health facilities in town, and providing any amenities that are lacking to attract people to Grande Cache.

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

4. What do businesses see the Town looking like in 10 to 20 years? Respondents envision a Town that will have a strong, diversified, and sustainable economy with a strong focus on tourism, organized events, and outdoor recreation. As a result of the economic diversification, there will be more activities, services, and businesses that will in turn provide more opportunities for residents, especially youth. The Town will be more heavily populated and developed in areas outside of current boundaries with affordable housing available. 5. Where should town administration focus their efforts? Respondents indicated a desire for more proactive business recruitment and believed there is a strong, untapped potential for the Town to become a full fledged tourist attraction. Respondents were satisfied with the current amount of industrial activity in the Town; however, many felt that diversification into other sectors, including tourism, is required to ensure a stable, strong, and sustainable economy. 6. What are the demographics of local business? Most local businesses have been in business since 1999 and are owned and operated locally. One third of businesses are downtown in the shopping/strip mall, one fifth are located in the industrial park, and one quarter are home-based. More than half of businesses are involved in retail trade, accommodation and food services, or construction. Most (96%) of Grande Cache businessâ&#x20AC;&#x2122; total dollar sales come from Canada and 78% of businesses plan to purchase new equipment from outside of Grande Cache. 7. How many employees do businesses have? What are their main business issues? Businesses employ 10 staff on average, not including the business owner. More than half the businesses in Town employ fewer than five staff. There were an estimated 120 vacancies in the Town at the time of the survey. Many businesses reported more problems with recruiting than with retention with the overall shortage of labour in Alberta as the biggest reason given for recruitment issues. Wages and Grande Cacheâ&#x20AC;&#x2122;s remote location are the two biggest reasons given for retention issues.

3.4

Future State

The future state of Grande Cache was determined through consultation with business owners and managers at a BR&E workshop and through the guidance of the Town of Grande Cache 20/20 Vision of the Future. In order to assess what the future state of Grande Cache would look like, a series of questions were used in the workshop to elicit an indication of owners and managers perception of how they view the future. The answers to the questions, along with the 20/20 Vision of the Future were used to extrapolate the future state of Grande Cache.

3.4.1

20/20 Vision of the Future

The Town of Grande Cache 20/20 Vision of the Future outlines nine primary objectives for excellence, a core set of community values, a vision to achieve the overall objectives, and strategic directions for each of the six key areas (public works and utilities; recreation, culture and heritage; family and community support services; administration; development; and tourism).2

Our 20/20 Vision Grande Cache will be a vibrant and progressive mountain community that achieves excellence by embracing cultural diversity, safe and health neighborhoods, leading edge environmental stewardship, and a sustainable diversified economy.

20/20 Vision of the Future Town of Grande Cache Strategic Sustainability Plan http://www.grandecache.ca/community/StrategicPlan.htm

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

3.4.2

What will I look like in 20 years?

Most respondents felt they would be significantly older, but still active within their business(es). Families will have grown and aged, but maintained a good quality of life and still be in good health and remained physically active over the 20 years.

3.4.3

What will my business look like in 20 years?

Respondents indicated that their business would be different in that it will be expanded and diversified, but similar in that they will still own the business. Most agreed that labour and wages will still be an issue. Stability, sustainability, succession planning, and technological changes were identified as key areas that would have to be addressed over the next 20 years.

3.4.4

What will Grande Cache look like in 20 years?

Grande Cache will be more heavily populated with developed areas outside previous boundaries. Grande Cache will continue to face the economic booms and busts associated with a resource economy over the medium term, but will constantly be moving towards a diversified economy with a large focus on tourism. The diversified economy will be the result of sustainable growth in outdoor recreation. Industry will still be operating, but at a decreased capacity.

3.5

Identified Gaps

Gaps were identified by analyzing the differences between the current and future states. The gaps were grouped into the following categories based on the Town’s 20/20 Vision of the Future: recreation, culture and heritage; family and community support services; public works and utilities; tourism; land and economic development; and administration.

3.5.1

Recreation, Culture, and Heritage Current State

•

Future State

Current recreation facility is 30 years old

•

New multi-use facility

•

Community trails

•

Existing trails have been cut off by new development

•

New festivals and cultural events

•

Deathfest

•

Skateboard park

•

Ski hill and four season resort

•

Winter activities

•

Waterfront development

• •

Gaps •

Recreation facility needs to be upgraded or new multiuse facility to be constructed

•

Trails to be reconnected

•

Tourism marketing for festivals, tournaments, and winter activities is nonexistent

•

Market, plan, and develop ski hill and four season resort

Sports tournaments

•

Develop waterfront areas

Progressive mountain community

•

Look and feel of a mountain community

Assessment of Gaps Three of gaps identified in this section (multi-use facility, resort, and waterfront) may require massive capital expenditure (billions) by the municipality and private developers. Location of multi-use facility and resort facility should be determined in the short term. Marketing efforts should be focused and aligned with overall marketing strategy for the Town. The look and feel of a mountain community should be defined and put into policy where possible to ensure consistency of brand and image.

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

3.5.2

Family and Community Support Services Current State

Future State

•

Lack of building space for delivery of programs

•

New multi-use facility with space for support services

•

Limited programs due to lack of space

•

Expanded programming, education, and training

Gaps •

Recreation facility needs to be upgraded or new multiuse facility to be constructed

•

Staff and financial resources to offer expanded programming

•

Lack of activities for youth

•

Availability of skilled and semi-skilled labour

Assessment of Gaps Expansion of the recreation facility or construction of new multi-use facility may require significant capital investment (millions), but other alternatives may provide less costly solutions to these gaps. Staff and financial resources may be added as needed; however, availability of skilled labour was identified and a key barrier to development in the BR&E survey. Activities for youth was identified as a concern in the BR&E study and the creation of a youth friendly community environment.

3.5.3

Public Works and Utilities Current State

•

Beautification strategy underway

•

Campground closed for the winter

•

No traffic lights, some pedestrian crossings

Future State •

Recycling program

•

Beautification strategy

•

Marketing of municipal airport

•

Expansion of campground

•

Traffic and pedestrian controls

•

Renaming of streets

•

Proactive maintenance and repairs

Gaps •

Sanitary sewer upgrade required

•

Beautification strategy to be implemented

•

Campground expansion and possible relocation

•

Traffic controls implemented

•

Streets renamed

•

Ongoing maintenance and repairs

Assessment of Gaps Sanitary sewer upgrades are planned for 2008 and the beautification program is underway. Campground expansion and traffic controls may require moderate capital investment by the Town. Renaming the streets may not be necessary due to technology advancement (e.g. GPS car navigation systems). Maintenance of roads and highways was identified as a major barrier for the expansion of businesses.

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

3.5.4

Tourism Current State

Future State

Gaps

•

Few tourism operators

•

Limited group areas for large group tours

Construction of a four season tourism resort

Market, plan, and develop ski hill and four season resort

•

Aboriginal partners

•

Website is limited

Working with aboriginal partners

•

Campground marketing

•

Expand campground and extended camping season

•

Marketing and promotional materials

•

Website and promotional materials need updating

•

Expansion of interpretive centre

•

New interpretive centre needs expansion

Assessment of Gaps Resort development may require massive capital investment. Preliminary business case for tourism resort completed in 2008. Campground expansion, marketing materials, and interpretive centre may require moderate capital investment. Aboriginal partners should be consulted in the short term. The interpretive centre is new and further development in the near term may be unrealistic.

3.5.5

Land and Economic Development Current State

•

Future State

Gaps

Limited potential for further land development due to lack of space and capacity constraints

•

Land development strategy

•

Update the MDP

•

Land acquisition

•

Acquire land

•

Community consultation

•

Beautification strategy underway

•

BR&E study

•

Website is limited

•

Economic roundtable

Complete beautification strategy, including store fronts, downtown redevelopment, an signage

•

Land acquisition in early stages

•

Beautification strategy

•

Marketing message

Obtain a good supply of land for sustainable development

•

Reliance on commodity based industry (forestry, natural gas, and coal)

•

Website development

•

Updated marketing materials and website

•

Affordable housing

•

Economic diversity

Community involvement through consultation, twoway communication, and consistent marketing message

•

Economic diversity towards value added industry

•

Housing affordability

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

Assessment of Gaps MDP should be updated and align with land acquisition and land development strategies. Land use planning was identified as needing immediate attention in the BR&E survey and availability of land was identified as a barrier to business expansion. Land acquisition may require significant capital investment (millions), but alternative forms of financing may be available. Supply of land for future development, including residential, commercial, and industrial should be addressed in the near term. Land is critical to the long term success of the community and will be a key component for reaching the expected future state. Community involvement and consultation should be an important part of future planning and development. Economic diversity and sustainable development should be planned in the short term and implemented in the long term.

3.5.6

Administration Current State

•

Existing tax structure, debt, reserve, assets, budgets, and assessment base

Future State

Gaps

•

Effective and competitive taxation

•

Implementation of electronic government

•

Increased assessment base

•

Construction of new offices

•

Debt and reserve management

•

Potential infrastructure deficit

•

Value added industry

Maintenance of assets and infrastructure

•

Support for gaps in municipal budgets

•

Electronic government

•

New municipal offices Assessment of Gaps

Capital costs for new municipal offices may be significant (millions), but may be tied to other facility development such as the multi-purpose facility. Attraction of value added industry to increase assessment base and diversify economy should be pursued. A detailed review of administration areas was beyond the scope of this study and was not examined in the BR&E survey.

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

4 BUSINESS RETENTION AND EXPANSION STRATEGIES Based on the results of the survey and the gaps identified in the previous section, four business retention and expansion strategies were developed specifically for Grande Cache. Each strategy includes an overview of the strategy, general survey results related to the strategy, and action items to assist with implementing the strategy. For each action item, a preliminary action plan has been developed in Appendix A. The Town should consider reviewing the preliminary action plan to confirm the potential lead, timeframe for implementation, and resources required. For some action items, the Town will need to complete the framework.

4.1

Overview of Business Retention and Expansion Strategies

Profits are key to the retention and expansion of businesses. While the owners of a business might be attracted to an area because it is a nice place to live or to raise a family, a business can only survive in the medium and longer term if it makes a profit (revenues exceed costs). The case is the same for new businesses; the owners may be loyal to the community, but if they cannot make a profit, they will close or move their business. In a free market economy, making a profit is the responsibility of management and employees, not community groups, local or provincial governments. However, the actions of these groups can sometimes help firms become more profitable. The strategies outlined below are aimed at assisting businesses become more profitable and thus become more able to survive and grow in the community. None of the strategies will address all of the businesses’ concerns and lead to high levels of growth. However, they are feasible options that can help strengthen the business sector and the local economy. Implementation of the strategies will require collaboration among various sectors in Grande Cache. The collaboration in itself is also a benefit to local businesses since it provides a forum for addressing important issues, efficiently links businesses to policy makers, helps minimize the duplication of services, and helps inform a cross-section of the community about economic and business issues. Based on the identified gaps and the feedback from the BR&E survey, the following business retention and expansion strategies are identified, with corresponding action items. •

Human Capital – Improving Grande Cache’s Labour Availability and Productivity

•

Physical Capital – Improving Grande Cache’s Physical Environment

•

Improving Grande Cache’s Marketability to Tourists, New Businesses, and Developers

•

Enhancing Grande Cache’s Existing Firms through Technical and Development Assistance

4.2 4.2.1

Human Capital – Improving Grande Cache’s Labour Availability and Productivity Overview of Strategy

The most important resource to businesses is the knowledge, skill, and productivity of their employees (human capital). This strategy addresses improving the human capital in the Grande Cache business community. The strategy focuses on helping businesses learn about the means of improving productivity via labour training programs and helping firms recruit and retain employees. Profitability is a function of productivity. Productivity is a function of labour availability, wages, turnover, attraction, and retention. There is no data from the survey regarding productivity, but there is data regarding wages, turnover, attraction, and retention, which informs the discussion about profitability.

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

4.2.2

General Survey Results Related to Strategy

More than half of businesses are involved in retail trade, accommodation and food services, or construction (Q3). Most (96%) of Grande Cache business’ total dollar sales come from Canada (Q4). Within the next three years, 43% of business plan to expand their staff or space and 13% of business plan to close, relocate, or downsize space (Q7). Of those that plan to relocate, 50% plan to relocate within Grande Cache (Q11). Of those that plan to expand, there is a fairly even split between the creation of additional product line(s) for customers, additional services for customers, improved customer service, improvements in productivity, and an increase in the need for staff training (Q12). More than three quarters (78%) of businesses plan to purchase new equipment from outside of Grande Cache (Q16). On average, businesses in Grande Cache employ 10.9 staff (including owners). More than half (57%) of local businesses employ fewer than five staff (Q20). More than half (59%) of local businesses have no vacancies. There are an estimated 120 job vacancies in Grande Cache (Q21). Sixty-two percent of businesses report problems with recruiting (Q22), but only 37% report a problem with retention (Q26). The overall shortage of labour in Alberta is the biggest reason given for recruitment issues (Q25). Wages and Grande Cache’s remote location are the two biggest reasons given for retention issues (Q28). The biggest barriers to the expansion of existing businesses and the development of new businesses in Grande Cache are the availability of skilled labour, the road and highway system, and the availability of space for rent or lease (Q6).

4.2.3

Action Items

•

Develop and deliver local training

•

Explore options for retaining youth in the community

•

Explore options for engaging aboriginals in the community

•

Promote Grande Cache as a place to live, work, and play to easterners, aboriginals, and immigrants who have the skills needed to fill labour shortages

•

Form business education partnership with educational institutions and major employers

4.3 4.3.1

Physical Capital – Improving Grande Cache’s Physical Environment Overview of Strategy

This strategy includes tactics for improving the physical environment (physical capital) of Grande Cache. It lists action items related to improving some aspect of infrastructure. Infrastructure improvements may be considered for downtown, transportation and highways, signage, store fronts (facades), recreation facilities, and tourist facilities.

4.3.2

General Survey Results Related to Strategy

Question 32 asked respondents to rate community services and amenities using a five point scale. Emergency services (ambulance, fire, and police) are highly regarded in Grande Cache. Child care, public restrooms, roads, and land use planning have been identified as problematic, while parks and open spaces, sidewalks and trails, parking, and recreational facilities and programs are seen as average. Of the businesses surveyed, one third are downtown in the shopping/strip mall, one fifth are located in the industrial park, and one quarter are home-based (Q2).

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

Public cultural facilities and farmer’s markets are the two highest ranking amenities that businesses would like improved or developed (Q34). The tourism sector ranked recreation facilities, highway signage, roadside rest areas, specialty shops, and restaurants as the key items to make Grande Cache more appealing to tourists (Q40). The top three suggestions for improving the retail or service business environment are repairing or removing “eyesore” buildings (13%), providing more entertainment facilities (12%), and creating more and better festivals and events (10%) (Q36).

4.3.3

Action Items

•

Transportation improvements to highways (e.g. highway truck and trailer parking, semi trailer friendly parking, walking paths)

•

Reconnect walking and hiking trails

•

Address concerns about downtown revitalization and façade improvement

•

Implement the plans from the beautification project

•

Signage improvements for trailheads and designated walking trails

•

Work with relevant groups to upgrade recreational facilities

•

Work with health region to upgrade hospital facilities

•

New and improved outdoor group facilities, including gathering and cooking areas

4.4 4.4.1

Improving Grande Cache’s Marketability to Tourists, New Businesses, and Developers Overview of Strategy

This strategy pertains to the general attractiveness or marketability of Grande Cache to key stakeholders important to the future of Grande Cache. Key stakeholders include tourists, new businesses, and developers. If the town is not able to continue to attract investing and spending by these key stakeholders, it is destined to decline.

4.4.2

General Survey Results Related to Strategy

Sixty-five percent of businesses thought that Grande Cache was a good or excellent place to do business, while only 3% thought it was poor (Q5). Thirty-six percent of business respondents were able to suggest some external businesses that would consider moving their operations to Grande Cache (Q29). Further information was requested in a follow-up question (Q30). This may be an opportunity to recruit some new businesses to Grande Cache. When asked what new businesses respondents would like to see added to Grande Cache (Q31), there were almost four pages of responses. A few responses that stand out include a second grocery store, fast food restaurants, and outdoor recreation stores. Barriers to the expansion of existing businesses and the development of new businesses in Grande Cache were categorized (Q6). The top three barriers include land (26%), labour (23%), and transportation (20%). The two barriers that were most frequently mentioned were availability of skilled labour and road and highway system.

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

4.4.3

Action Items

•

Build a recognizable identity or brand for Grande Cache

•

Identify and respond to key issues for tourists, new businesses, and developers

•

Market and enhance local tourism opportunities

•

Stimulate tourism and trade with a resort and convention centre

•

Solicit proposals from developers for a major four season resort

•

Acquire new land for future development

4.5

Enhancing Grande Cache’s Existing Firms through Technical and Development Assistance

4.5.1

Overview of Strategy

This strategy addresses ways that businesses can increase their profitability and lower their costs to remain sustainable. While the businesses are ultimately responsible for making the improvements, the community can serve as a link to resources that assist with making positive changes. The municipality can also reduce bottlenecks to expansion that cost time and money. Several businesses in Grande Cache plan to expand over the next few years. If these expansion plans come to fruition, these existing businesses will be a major source of economic growth for the community.

4.5.2

General Survey Results Related to Strategy

Almost 22% of businesses surveyed plan to expand or renovate their space within the next three years. An additional 21% plan to hire more staff and another 20% plan to invest in new equipment. One quarter of businesses plan to stay the same, leaving less than 13% of business that plan to downsize, relocate, or close (Q7). The implications of the expansion are multiple. Sixteen percent see a need for additional staff training and 18% forecast improvements in productivity. Thirty-five percent of businesses see additional products and services for customers (Q13). Twelve businesses plan to relocate, with six relocating within Grande Cache and four relocating elsewhere in Alberta. Two businesses plan to move to another province or country (Q11). The most common reasons cited for closing or relocating are personal reasons, lack of space, and labour availability (Q10). Businesses would consider participating in business directories listings, brochures, maps (28%), and are consistently supportive of networking events, analysis and reporting on the market/economy, special event organizing and coordination, and marketing on the web (Q18). One third of businesses would participate in joint marketing or networking (Q19).

4.5.3

Action Items

•

Create and maintain online business directory

•

Develop and distribute business directories listings, brochures and maps

•

Coordinate events for business to business mentoring, networking and co-operation

•

Follow-up with firms planning to expand

•

Define and formalize economic development process

•

Gain consensus on economic and business development priorities

•

Establish mini seminars and open forums for businesses on key topics

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

5 CONCLUSIONS AND RECOMMENDATIONS 5.1

What Needs to Be Addressed

The following issues are the key items that need to be addressed by the Town of Grande Cache.

5.1.1

Tourism vs. Industry

In order to be successful and achieve its vision and objectives for excellence, the Town of Grande Cache must support the development efforts of both tourism and industry. Both the tourism industry and the industrial sector contribute to the economic health of the community. Grande Cache is well positioned to capitalize on both opportunities; however, the approach is different. Industrial development must be planned in an orderly manner and adopt a reactive approach to industry fluctuations and market trends. Tourism development must be proactive planned and appropriately marketed to potential developers. The Town does not have a clear direction or vision for the current conflict between these two industries. Tourism and industry can and should co-exist within a small town.

5.1.2

Future Land Acquisition

The Town of Grande Cache needs additional land in order to achieve its long term vision. The current plan to purchase land from the Province of Alberta is a step in the right direction; however, the amount and location of the land is not clearly understood.

5.1.3

Supporting Resort Development

The Town of Grande Cache should actively support the development of a resort within or near the town boundaries. The planning and development period for a world class tourism resort can take years. During this time, the Town can focus on supporting the development by focusing their marketing efforts and addressing the gaps identified in this report.

5.2

Recommendations

The following recommendations will help address the three key issues listed above.

5.2.1

Recommendations for Supporting Both Tourism and Industry Development

Action #1 â&#x20AC;&#x201C; Review the action plan framework Rationale: For each BR&E strategy action item, the Town should review the action plan framework. If appropriate, consider identifying a potential lead other than the Economic Development department. Also review the timeframe for implementation and resources and partners required. Once the lead has been confirmed, task them with developing a detailed one-year action plan, complete with financial and human resources. Prioritize the action items and provide the necessary resources to the action item lead. Monitor progress quarterly of each of the assigned action items. Partners: Economic Development department; Town Council Timeline: 2008

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

Action #2 – Prepare a business case for a second grocery store Rationale: Encourage the development of a business case for another grocery store. The BR&E survey revealed a second grocery story was a prime concern for most respondents. Preliminary research revealed that most towns of similar size have two or more grocery stores, but these towns also have a much larger trading area. More research is required to determine if another store is feasible. Partners: Consultants; Local developers Timeline: 2008 Action #3 - Prioritize the gaps outlined in this report Rationale: Some of the gaps identified in this report require immediate action; others require more information before being acted upon. Childcare, public restrooms, roads, and land use planning have been identified as problem areas that require immediate attention. The Town does not have unlimited resources and therefore must prioritize the gaps and the associated action items to determine which action items will receive direct support from the Town. This report provides an initial prioritization of recommendations, but these priorities should be reviewed on a quarterly basis. Given scarce resources, it will be important not to start too many projects at once. Partners: Various Timeline: Ongoing

5.2.2

Recommendations for Future Land Acquisition

Action #1 - Update the municipal development plan Rationale: The municipal development plan is outdated and requires an update that includes a strategy for future land acquisition and a review of the amount and location of potential land acquisition. Suggested policies include: providing a balance of residential, commercial, and industrial properties available for purchase; active monitoring of the Town’s inventory of land holdings; and acquiring land for future resort development purposes. Partners: Planning staff Timeline: 2009 Action #2 – Prepare a business plan for land acquisition Rationale: The Town should prepare a business plan for land acquisition. The business plan should include a communication plan, a marketing plan, a stakeholder engagement plan, and a financing plan. Stakeholders include the town council, the Municipal District of Greenview, the Province of Alberta, developers, and local aboriginals. Work with the Municipal District of Greenview to establish a positive working relationship for potential annexation discussions. Work with the Province of Alberta towards an agreement for land acquisition. Work with the aboriginals in the surrounding area to encourage communication, interaction, and participation. Work with interested developers to identify alternative financing methods. Partners: Planning staff; Municipal District of Greenview; Alberta Sustainable Resource Development; Aboriginals; Developers Timeline: 2009

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

5.2.3

Recommendations for Supporting Resort Development

Action #1 â&#x20AC;&#x201C; Complete the beautification strategy Rationale: The Town has started a beautification strategy to update and improve the appearance of the downtown core. One fifth of businesses feel that downtown revitalization, streetscape and faĂ§ade improvements are the best way to improve the business environment. However, not all businesses are required to participate. There must be incentives for all businesses to want to participate in the overall improvements. The Town may consider adding updates to the highway signage within the Town limits to reflect the Townâ&#x20AC;&#x2122;s beautification guidelines, as well as working with the Province of Alberta Highways department to improve the signage along Highway 40. Partners: Alberta Infrastructure and Transportation Timeline: 2008 Action #2 - Update existing facilities to support resort development Rationale: Focus on amenities that need immediate attention in the short term, including the recreation facility and hospital. There is a current demand for additional tourism facilities, such as group facilities to handle large groups of 50 or more people for accommodation, meals, entertainment, and activities. The location of these facilities, in relation to future resort development, should be taken into consideration and planned accordingly. Develop a capital plan to address facility upgrades and new construction. Partners: Alberta Tourism, Parks, Recreation and Culture; Alberta Sport, Recreation, Parks and Wildlife Foundation; Tourism operators; Willmore Foundation Timeline: Capital plan developed in 2009; Implementation plan for 2010 Action #3 - Start positioning Grande Cache for future development Rationale: The tourism potential in Grande Cache is significant, but it needs the focus, support, and combined resources of the Town, local tourism operators, and private investment in order to flourish. Engage a marketing consultant to assist with re-branding and positioning the Town as a progressive mountain community. Partners: Tourism operators; Developers; Consultants Timeline: 2008 - 2010

5.3

Priorities

Each recommendation has been assigned a priority for completion. The priorities are categorized as high (H), medium (M), and low priority (L). High priority is defined as having significant impact on the overall goal or strategy. Medium priority is defined as having a moderate impact. Low priority is defined as having minor impact on the overall goal or strategy.

5.4

Timelines

Each recommendation has been assigned an estimated timeline for completion. The timelines are categorized as short term (ST), medium term (MT), and long term (LT). Short term is defined as an estimated completion date within two years. Medium term is defined as two to five years. Long term is defined as an estimated completion date of more than five years.

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

5.5

Recommendation Summary

What Needs to Be Addressed Recommendation Tourism vs. Industry Review the action plan framework Prepare a business case for a second grocery store Prioritize the gaps outlined in this report Future Land Acquisition Update the municipal development plan Prepare a business plan for land acquisition Supporting Resort Development Complete the beautification strategy Update existing facilities to support resort development Start positioning Grande Cache for future development

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

Priority

Timeline

M L H

LT ST ST

M H

MT ST

M M H

ST MT LT

Action Item and Rationale

Cross Reference

Resources / Partners

Rationale: Aboriginals are another key solution to the current labour shortage. Work with aboriginal groups to identify options for encouraging aboriginals in the community.

Explore options for engaging aboriginals in the community

PC 6,8

Rationale: Youth have been identified as a key solution to the current labour shortage. Work with youth groups to identify options for encouraging youth to stay in the community.

TD 6

MK 3,6

PC 5,6

HC 1,2,4,5

MK 3

HC 1,3,5

HC 2,3,4,5

Explore options for retaining youth in the community

Rationale: One in five local businesses are interested in staff training or mentoring and 16% feel there is a shortage of skills. Working with local employers to provide local training should result in increased availability and retention of labour.

Develop and deliver local training

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

HC 3

HC 2

HC 1

Aboriginal groups; Alberta International, Intergovernmental and Aboriginal Relations;

Youth groups; Schools; Teachers and guidance councillors

Major local employers; Training providers

Human Capital – Improving Grande Cache’s Labour Availability and Productivity

Item #

Top five reasons for aboriginals not engaging in the community identified.

Top five reasons for youth leaving identified.

Local training courses developed and delivered. Improved labour skill sets.

Outcome / Deliverables

By 2009

Training program identified by 2009, program developed and delivered in 2010

Target Date

TBD

Progress

The four key areas are human capital (HC), physical capital (PC), marketability (MK), and technical development (TD). Each of the action items is numbered (HC 1, HC 2, PC 1, PC 2, etc.) and cross referenced with other related action items. For example, HC 1 – Develop and deliver local training is related to HC 2, 3, 4 and 5. The more times an action item is cross referenced, the more integrated it is to the overall action plan.

In order to plan the first steps in the process, it is recommended that the Town proceed with the following actions in four key areas. The Economic Development department is envisioned as the lead or coordinating partner for each action, but supporting resources and partners are also identified. The Economic Development department will need to update the target date and progress columns and identify specific activities under each of the major activities identified in the template.

This strategic document attempts to provide a series of broad approaches that will guide the Town of Grande Cache toward achieving its 20/20 Vision of the Future. Progress on economic development efforts will require careful, sustained effort based on further study and sound economic development support.

6 APPENDIX A – ACTION PLAN FRAMEWORK

Rationale: One in five local businesses are interested in staff training or mentoring and 16% feel there is a shortage of skills. Working with local employers and educational institutions to provide local training should result in increased availability and retention of labour.

Form business education partnership with educational institutions and major employers

Rationale: Increasing the town’s tourism potential will require increased awareness of those outside of Alberta, as well as an increased labour force to meet the demand.

Promote Grande Cache as a place to live, work, and play to easterners, aboriginals, and immigrants who have the skills needed to fill labour shortages

Action Item and Rationale

TD 3,7

PC 6,7

HC 1,2,3,4

TD 1,2,4

MK 1,2,3

PC 4,6,7,8

HC1,3,5

Cross Reference

Major local employers; Training providers

Major local employers; Recruiters;

Resources / Partners

Rationale: One fifth of businesses feel that downtown revitalization, streetscape and façade improvements are the best way to improve the business environment. However, not all businesses are required to participate. There must be incentives for all businesses to want to participate in the overall improvements.

Address concerns about downtown revitalization and façade improvement

Rationale: The walking and hiking trails give residents and visitors easy, self-guided access to the local attractions and wilderness areas.

TD 3,6,7

MK 1,2,3

PC 1,4,5,6,7,8

MK 1,2,3,4

PC 1,4,5,6,7,8

MK 2,3,4

Rationale: The town’s geographic location makes it a natural rest area for motorists and truckers. Improving and encouraging semi trailer parking along the highway will discourage trailer parking in the downtown area.

Reconnect walking and hiking trails

PC 2,3,4,5

Transportation improvements to highways

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

PC 3

PC 2

PC 1

Downtown businesses

Willmore Wilderness Foundation; Alberta Historical Resources Foundation; Alberta Sport, Recreation, Parks and Wildlife Foundation

Alberta Infrastructure and Transportation; Alberta Transportation Safety Board; highway businesses

Physical Capital – Improving Grande Cache’s Physical Environment

HC 5

HC 4

Item #

Form downtown business committee to address business concerns. Beautification project completed.

Walking and hiking trails connected and improved.

Improved highway truck and trailer parking, semi trailer friendly parking, and walking paths.

Local training courses developed and delivered. Improved labour skill sets.

Increased awareness of Grande Cache. Increase in labour force.

Outcome / Deliverables

Finish beautification project by 2010

Begin improvements in 2008

Begin improvements in 2009

Training program identified by 2009, program developed and delivered in 2010

By 2010

Target Date

TBD

Progress

Rationale: One of the primary concerns of tourism operators was the lack of group facilities to handle large groups of 50 or more people for accommodation, meals, entertainment, and activities. In addition, these facilities should be near a river access and a trailhead with staging areas.

New and improved outdoor group facilities

HC 4,5

Rationale: The hospital in Grande Cache is one of the top five priorities for capital upgrades in the Peace Country Health region.

TD 6

MK 1,2,3,4,5,6

HC 2,4

PC 2,3,5,6

MK 2,3

PC 3

TD 6

MK 1,2,3,4

HC 2,3,4,5

PC 2,3,5,8

MK 1,2,3,6

HC 3

PC 1,2,3,6,8

TD 3,6,7

MK 1,2,3

HC 4

PC 1,2,3

Cross Reference

Work with health region to upgrade hospital facilities

Rationale: Tourism operators identified more recreation and entertainment facilities as the most important amenity required for making Grande Cache a more appealing tourist area.

Work with relevant groups to upgrade recreational facilities

Rationale: Trailheads, hiking, and walking paths must be clearly marked to promote safety, increased usage, and awareness of the natural environment.

Signage improvements for trailheads and designated walking trails

Rationale: Visitors and tourists have preconceived notion of what a mountain town should look like. The beautification project is a big step in the right direction towards meeting these expectations.

Implement the plans from the beautification project

Action Item and Rationale

Alberta Tourism, Parks, Recreation and Culture; Alberta Sport, Recreation, Parks and Wildlife Foundation; Tourism operators; Willmore Foundation

Alberta Health and Wellness; Peace Country Health;

Alberta Tourism, Parks, Recreation and Culture; Alberta Sport, Recreation, Parks and Wildlife Foundation; Tourism operators; Willmore Foundation

Willmore Wilderness Foundation; Alberta Historical Resources Foundation; Alberta Sport, Recreation, Parks and Wildlife Foundation

Alberta Municipal Affairs and Housing

Resources / Partners

New and improved group facilities, including gathering and cooking areas

Upgraded hospital facilities

Upgraded recreation facilities

Trailheads, hiking, and walking paths clearly marked.

Beautification project completed.

Outcome / Deliverables

HC 4

Rationale: The new website for Grande Cache is a significant improvement and a step in the right direction towards a brand of a progressive mountain community.

TD 1,2,6

MK 2,3,4,5,6

PC 2,3,4,5,6,8

Build a recognizable identity or brand for Grande Cache

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

MK 1

Consultants; Community Investment Support Program

Issue request for proposals to marketing consultants

Improving Grande Cacheâ&#x20AC;&#x2122;s Marketability to Tourists, New Businesses, and Developers

PC 8

PC 7

PC 6

PC 5

PC 4

Item #

RFP issued Summer 2008

Begin improvements in 2009

Begin improvements in 2010

Begin improvements in 2009

Begin improvements in 2008

Finish beautification project by 2010

Target Date

TBD

Progress

HC 3

TD 5,6

MK 1,2,3,4,5

PC 5,8

Rationale: The Town of Grande Cache is nearing the limits of its available land. Facilitating future growth will require additional land adjacent to current Town limits.

TD 5,6

MK 1,2,3,4,6

PC 8

TD 1,2,6

MK 1,2,3,5,6

PC 1,2,6,8

TD 1,2,4,6

MK 1,2,4,5,6

HC 2,3,4

PC 1,2,3,4,5,6,7,8

TD 1,2,3,4,6,7

MK 1,3,4,5,6

HC 4

PC 1,2,3,4,5,6,7,8

Cross Reference

Acquire new land for future development

Rationale: A year round resort is the cornerstone initiative that will allow the Town to achieve its future vision. Issuing an RFP will let the market know that the Town is serious about pursuing this project.

Solicit proposals from developers for a major four season resort

Rationale: As part of the year round resort, a convention centre would facilitate large group gatherings and serve as a base of operations for visitors and tourists.

Stimulate tourism and trade with a resort and convention centre

Rationale: The opportunities for mountain tourism, eco tourism, and outdoor tourism are significant in Grande Cache. Investing and marketing the current base of tourism opportunities will encourage tourism operators to expand service offerings.

Market and enhance local tourism opportunities

Rationale: The BR&E survey identified the primary concerns of existing local businesses. Additional research is required to understand the concerns of tourists and developers, both those that come to Grande Cache and those that do not.

Identify and respond to key issues for tourists, new businesses, and developers

Action Item and Rationale

Municipal District of Greenview; Alberta Sustainable Resources; Aboriginals

Developers; Community Investment Support Program

Tourism operators; Community Investment Support Program

Tourism operators; local businesses; developers

Resources / Partners

Land acquired

Issue request for proposals to developers

Local tourism opportunities identified

Issue request for proposals to marketing consultants

Outcome / Deliverables

Rationale: Over 80% of businesses surveyed were willing to let their business information be included in an online business directory. The Town should load this information onto their new website.

Create and maintain online business directory

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

TD 1

TD 1,7

MK 1,2,3,4

HC 4

Website consultant; Local businesses

Online business directory loaded with information from BR&E survey

Enhancing Grande Cacheâ&#x20AC;&#x2122;s Existing Firms through Technical and Development Assistance

MK 6

MK 5

MK 4

MK 3

MK 2

Item #

Summer 2008

Land acquired by 2010

RFP issued Summer 2008

Opportunities identified by 2009

RFP issued Summer 2008

Target Date

TBD

Progress

MK 2,3

Rationale: Four out of ten businesses in Grande Cache plan to expand or hire more staff. These businesses would like to know what the Town is doing to support them now and in the future.

Rationale: The community still has groups of individuals that are opposed to changing from the status quo. This first step in change management is developing a plan. The second step is to share the plan by asking for input from affected stakeholders. Asking for input helps create buy-in from those stakeholders.

TD 4,5,7

MK 1,2,3,4,5,6

PC 3,4,6,8

HC 3

TD 4,6,7

Rationale: This report is intended to define the economic development process for the Town of Grande Cache. Implementing the action plans in the report will help formalize the process. Progress on economic development efforts will require careful, sustained effort based on further study and progress toward the longterm vision. Participation in regional alliances like GAER and PREDA will also assist in this action item.

Gain consensus on economic and business development priorities

MK 5,6

Define and formalize economic development process

TD 5,6,7

HC 4

TD 7

MK 2

HC 5

PC 3,4

TD 1

MK 1,2,3,4

HC 4

Cross Reference

Follow-up with firms planning to expand

Rationale: Over 28% of businesses were willing to participate in a business mentoring or networking. The Town is able to coordinate this activity through support for the formation of a Chamber of Commerce.

Coordinate events for business to business mentoring, networking and co-operation

Rationale: Over 27% of businesses were willing to participate in a business directory, brochure, or map listing. The Town is able to coordinate this activity.

Develop and distribute business directories listings, brochures and maps

Action Item and Rationale

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

TD6

TD 5

TD 4

TD 3

TD 2

Item #

Local businesses; Community champions

Alberta Economic Development Authority; Alberta First.Com Ltd.; Business Link; Trade Team Alberta; Western Economic Partnership Agreement; Grande Alberta Economic Region; Peace Region Economic Development Alliance

Local businesses

Consultant; Local businesses

Resources / Partners

Action plan shared with community and businesses

Regular updates of action plan. Communication with other economic development organizations.

Initiate contact with firms planning to expand, offer assistance, and share action plan.

Chamber of Commerce formed

Directory, brochure, and maps distributed

Outcome / Deliverables

Summer 2008

Ongoing

Summer of 2008

Summer 2009

Summer 2008

Target Date

TBD

Progress

Rationale: Of the businesses surveyed, 45 would support the establishment of seminars and open forums for discussion of business issues. Establishing a Chamber of Commerce will assist with this action item.

Establish mini seminars and open forums for businesses on key topics

Action Item and Rationale

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

TD 7

Item #

TD 1,3,4,5,6

MK 2

HC 5

PC 3,4

Cross Reference Consultant; Local businesses

Resources / Partners

Chamber of Commerce formed

Outcome / Deliverables Summer 2009

Target Date TBD

Progress

7 APPENDIX B - BUSINESS RETENTION AND EXPANSION SURVEY RESULTS

ECONOMIC DEVELOPMENT FINAL REPORT TOWN OF GRANDE CACHE

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS Town of Grande Cache

Acknowledgments

Town of Grande Cache

Stantec Consulting Ltd.

Tara Wignes Manager, Economic Development & Tourism

Bo Stachniak Senior Consultant

Darren Ottaway Chief Administrative Officer

Karen A. Gregory Managing Associate

Debbie McCann Development Officer

Amy Belliveau Research Analyst

Participants Stantec and the Town of Grande Cache would like to thank all survey participants.

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

Table of Contents 1

INTRODUCTION ............................................................................................................ 1 1.1

Background......................................................................................................1

1.2

Assignment ......................................................................................................1

1.3

Research Objectives .......................................................................................1

1.4

Methodology ....................................................................................................2

1.5

Sample Margin of Error...................................................................................3

1.6

Data Cleansing.................................................................................................3

1.7

Disclaimer ........................................................................................................3

REFERENCE GUIDES .................................................................................................. 4 2.1

Calculated Mean ..............................................................................................4

2.2

Ratings .............................................................................................................4

SUMMARY OF RESPONSES ....................................................................................... 5

RESPONSE DATA – LIMITED RESPONSE QUESTIONS........................................... 6

4.1

Business Profile ..............................................................................................6

4.2

Business Environment ...................................................................................8

4.3

Future Plans...................................................................................................10

4.4

Business Development .................................................................................12

4.5

Staff Recruitment and Retention .................................................................13

4.6

New Business Prospects..............................................................................15

4.7

Community Services and Assets in Grande Cache...................................15

4.8

Retail/Service Sector.....................................................................................16

4.9

Tourism Sector ..............................................................................................17

RESPONSE DATA – OPEN-ENDED QUESTIONS .................................................... 18 5.1

Business Profile ............................................................................................18

5.2

Business Environment .................................................................................19

5.3

Future Plans...................................................................................................20

5.4

Business Development .................................................................................23

5.5

Staff Recruitment and Retention .................................................................26

5.6

New Business Prospects..............................................................................28

5.7

Community Services and Assets in Grande Cache...................................32

5.8

Retail/Service Sector.....................................................................................41

5.9

Tourism Sector ..............................................................................................42

CHARTS AND GRAPHS ............................................................................................. 44

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

1 INTRODUCTION 1.1

Background

The Town of Grande Cache (Town) is located in north-central Alberta and nestled in the foothills of the Rocky Mountains. Grande Cache was formed in 1969 to encourage the development of a coal mine in the area. Grande Cache’s subsequent reliance on the coal mine as the region’s single employer placed its economy at the mercy of the mercurial nature of the world markets for coal. Consequently, Grande Cache has experienced several boom-bust cycles during its short existence. In an attempt to diversify the local economy and avoid further economic fluctuations, the Town actively diversified local activity. Currently, Grande Cache boasts a much richer economy with activity in several key industries, including oil and gas exploration and drilling, tourism, forestry, coal production, thermalelectricity generation, and a federal correctional institution. The local tourism industry is emerging as a strong economic force in the community, and the Town has identified a need to ensure that this industry develops to its full potential to offset the boom-bust cycles that are common in the resource industry. To this end, the Town has created a strategic plan that sets out its vision and goals for the next 20 years. The Town’s plan, 20/20 Vision of the Future, articulates its desire to find a balance between being a premier mountain tourism destination and a thriving, stable resource-based economy. One of the key strategic areas of focus identified in 20/20 Vision of the Future is diversified, structured economic development that strives for diversification. A key recommendation in the strategic plan is the completion of a business retention and expansion (BR&E) survey. This assignment is a response to this recommendation.

1.2

Assignment

The Town retained Stantec Consulting Ltd. (Stantec) to execute BR&E surveys for five consecutive days starting on November 5, 2007 to November 9, 2007, inclusive. The overall survey goal was to attempt 100 surveys via the face-to-face method.

1.3

Research Objectives

The BR&E survey is designed to solicit the input of local businesses. The objectives of the survey were: •

To determine the profile of businesses in Grande Cache.

•

To measure the overall business environment in Grande Cache.

•

To determine the future plans of businesses within Grande Cache.

•

To understand the demand for business development in Grande Cache.

•

To determine the staff recruitment and retention issues in Grande Cache.

•

To identify new business prospects for Grande Cache.

•

To measure business satisfaction with community services and assets in Grande Cache.

•

To determine desired improvements to the retail and service sector in Grande Cache.

•

To identify issues related to the tourism sector in Grande Cache.

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

1.4

Methodology

The survey was comprised of 40 questions that were developed by Stantec with input from the Town of Grande Cache. Final approval of the survey questions was provided by the Town prior to implementation. A copy of the final survey is included in Appendix A. An experienced team of Stantec survey administrators conducted face-to-face interviews with businesses located in Grande Cache. The survey team was dedicated to collecting surveys and motivated to perform their assigned duties. The survey was divided into ten sections, listed below. 1. Respondent Profile 2. Business Profile 3. Business Environment 4. Future Plans 5. Business Development 6. Staff Recruitment and Retention 7. New Business Prospects 8. Community Services and Assets in Grande Cache 9. Retail/Service Sector 10. Tourism Sector Surveys were conducted with local businesses through one of three methods: 1. Face-to-face: Pre-arranged face-to-face appointments made by the Town, or impromptu, faceto-face surveys. 2. Email: Invitations to complete the online survey was emailed directly to participants. 3. Online: Online surveys posted on the Townâ&#x20AC;&#x2122;s website, http://www.grandecache.ca/. In method 1, Stantec personnel recorded responses provided by participants. Methods 2 and 3 had respondents record their own responses. The face-to-face survey method was identified as the preferred survey tool as it was expected to obtain the best quality response. Where a face-to-face survey was not feasible or desirable, the email approach was pursued. If neither the face-to-face or email approaches were feasible or desirable, the online approach was used. The survey team attempted to complete 196 surveys. A survey attempt is defined as a business owner or manager who was contacted and presented with an opportunity to participate in the survey. A completed survey is defined as a business owner or manager who was contacted and completed at least one question in the survey. Overall, 107 surveys were completed, with a total response rate of 54.6%. The table below identifies number of attempts, number of completed surveys, and corresponding response rate relative to the different survey types. Survey Type

Attempts

Completed

Response Rate

Face-to-face

69%

57%

Online

32%

Total

196

107

55%

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

1.5

Sample Margin of Error

The margin of error is a statistic expressing the amount of random sampling error in the survey's results. The smaller the margin of error, the more confidence one should have that the survey’s reported results are close to the "true" figures; that is, the figures for the whole population. Calculating the margin of error depends on the size of the overall population, in this case, the number of businesses within the Town of Grande Cache. Based on feedback from the Town, the number of local businesses is estimated to be approximately 200. Therefore, at a 95% confidence interval, the margin of error is plus or minus 6.48%.

1.6

Data Cleansing

Stantec left all open-ended responses unedited and has presented them verbatim, with the exception of spelling errors, which were corrected. Questions with limited response alternatives were tabulated and are presented here in aggregate form. Any ‘maybe’ responses to questions with limited response alternatives were counted as ‘yes’.

1.7

Disclaimer

The totals in this report may not add due to rounding errors.

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

2 REFERENCE GUIDES 2.1

Calculated Mean

The mean is what is most commonly referred to as the “average” of response data. The mean has been calculated for all questions involving ratings or questions with a measurable scale. Within the report, the term “calculated mean” has been displayed where applicable.

2.2

Ratings

Where participants were asked to rate various aspects of the Town, a standard five point rating scale was used to measure the respondents’ attitudes or opinions. Responses to a five point rating questions were scored from 1 = Very Poor to 5 = Excellent, with a score of 0 assigned if ‘No opinion’, ‘not applicable’, or ‘never used the service’ was indicated as a response. Generally, on a five point scale, scores over 3.85 indicate a high rating and are widely accepted. Scores between 3.85 and 3.15 are considered average scores and scores below 3.15 indicate that acceptance of those issues demands immediate attention.

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

3 SUMMARY OF RESPONSES •

The majority of businesses have been operating in Grande Cache since 1999.

•

One third of businesses are downtown in the shopping/strip mall, one fifth are located in the industrial park, and one quarter are home-based.

•

More than half of businesses are involved in retail trade, accommodation and food services, or construction.

•

Most (96%) of Grande Cache business’ total dollar sales come from Canada.

•

65% of businesses feel that Grande Cache is a good or excellent place to do business.

•

The biggest barriers to the expansion of existing businesses and the development of new businesses in Grande Cache are the availability of skilled labour, the road and highway system, and the availability of space for rent or lease.

•

Within the next three years, 43% of business plan to expand their staff or space and 13% of business plan to close, relocate, or downsize space.

•

Of those that plan to relocated, 50% plan to relocate within Grande Cache.

•

Of those that plan to expand, there is a fairly even split between the creation of additional product line(s) for customers, additional services for customers, improved customer service, improvements in productivity, and an increase in the need for staff training.

•

78% of businesses plan to purchase new equipment from outside of Grande Cache.

•

Businesses would consider participating in business directories listings, brochures, maps (28%), and are consistently supportive of networking events, analysis and reporting on the market/economy, special event organizing and coordination, and marketing on the web.

•

One third of businesses would participate in joint marketing or networking.

•

On average, businesses in Grande Cache employ 10.9 staff (including owners). More than half (57%) of local businesses employ fewer than five staff.

•

More than half (59%) of local businesses have no vacancies. There are an estimated 120 vacancies in Grande Cache.

•

62% of business report problems with recruiting, but only 37% report a problem with retention.

•

The overall shortage of labour in Alberta is the biggest reason given for recruitment issues.

•

Wages and Grande Cache’s remote location are the two biggest reasons given for retention issues.

•

Emergency services (ambulance, fire, and police) are highly regarded in Grande Cache.

•

Child care, public restrooms, roads, and land use planning have been identified as problem areas in Grande Cache.

•

Public cultural facilities and farmer’s markets are the two highest ranking amenities that businesses would like improved or developed.

•

The tourism sector ranked recreation facilities, highway signage, roadside rest areas, specialty shops, and restaurants as the key items to make Grande Cache more appealing to tourists.

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

4 RESPONSE DATA â&#x20AC;&#x201C; LIMITED RESPONSE QUESTIONS Section 4 provides a summary of positive responses to questions with limited response alternatives. A limited response question is similar to a closed-ended question, except that some questions have space for the respondent to enter additional information. The answers provided in the additional section are described in Section 5. A closed-ended question is a form of question, which normally can be answered with a simple "yes/no" dichotomous question, a specific simple piece of information, or a selection from multiple choices.

4.1

Business Profile

Question 1: What year did this business start operating in Grande Cache? Date Range 2007 to 2005 1999 to 2005 Prior to 1999 No response Total

Positive Responses 25 26 37 5

Percentage of Responses 26.9% 28.0% 39.8% 5.4%

100.0%

Question 2: Where is your business located? Location Downtown Highway/Commercial strip Shopping/strip mall Home based Neighbourhood commercial Industrial Park Other Total

Positive Responses 13 4 23 24 6 20 5 95

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

Percentage of Responses 13.7% 4.2% 24.2% 25.3% 6.3% 21.1% 5.3% 100.0%

Question 3: Under which sector should your business be classified? Note that several businesses provide multiple services. Sector Accommodation and Food Services Banking, Finance & Insurance Construction Forestry Health Care & Social Services Information Technology and Services Leisure - Arts, Culture, Entertainment, Sports & Recreation Manufacturing Mining Oil and Gas Extraction and Processing Professional, Scientific and Technical Services Public Administration Real Estate Brokerage and Management Retail Trade Transportation Warehousing Wholesale Trade Total

Positive Responses 12 1 10 2 2 2 5 3 1 3 2 1 6 20 5 1 4 80

Percentage of Responses 15.0% 1.3% 12.5% 2.5% 2.5% 2.5% 6.3% 3.8% 1.3% 3.8% 2.5% 1.3% 7.5% 25.0% 6.3% 1.3% 5.0% 100.0%

Question 4: What is the approximate percentage of your business’ total dollar sales to each of the following markets? By “markets,” we mean where customers reside. Within Canada? Range 0% to 90% 90% to 95% 95% to 100% Total Within the U.S.? Range Less than 5% 5% to 10% 10% to 15% 15% to 20% 20% to 25% More than 25% Total

Yes Responses 15 3 69 87 Yes Responses 7 8 1 1 1 1 19

Percentage of Responses 17.2% 3.4% 79.3% 100.0% Percentage of Responses 36.8% 42.1% 5.3% 5.3% 5.3% 5.3% 100.0%

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

Outside Canada and the U.S.? Range Less than 5% 5% to 10% 10% to 50% More than 50% Total

4.2

Yes Responses 10 4 1 1 16

Percentage of Responses 62.5% 25.0% 6.3% 6.3% 100.0%

Business Environment

Question 5: What is your general impression of Grande Cache as a place in which to do business? Description Excellent Good Fair Poor

Positive Responses 16 41 28 3

Total 88 Calculated Mean

Percentage of Responses 18.2% 46.6% 31.8% 3.4% 100.0% 2.80

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

Question 6: Which, if any, of the following factors do you feel are barriers to the expansion of existing businesses and the development of new businesses in Grande Cache? Barriers Utilities Water/sewage capacity Water/sewer fees Availability of natural gas Land Serviced land Development charges Availability of properly zoned and designated land Availability of variety of different sized parcels of land Availability of space for rent or lease Labour Availability of skilled labour Availability of unskilled labour Availability of training opportunities Capital Approval processes Business taxes Business insurance Availability of financing Transportation Road & highway system Air Trucking & distribution Public transit Rail Other Resistance from local business Lack of proactive new business recruitment Information technology capacity Security/policing & fire service Health & medical services Other open-ended (see Section 5.2) Total

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

Positive Responses 5 8 1 2 42 29 10 32

Percentage of Responses 0.7% 1.2% 0.1% 0.3% 6.2% 4.3% 1.5% 4.7%

22 42 47 57 32 21 20 8 4 6 17 41 52 7 17 14 4 25 26 26 5 9 24 19 674

3.3% 6.2% 7.0% 8.5% 4.7% 3.1% 3.0% 1.2% 0.6% 0.9% 2.5% 6.1% 7.7% 1.0% 2.5% 2.1% 0.6% 3.7% 3.9% 3.9% 0.7% 1.3% 3.6% 2.8% 100.0%

4.3

Future Plans

Question 7: Within the next 3 years, which of the following do you plan to undertake at this site? Future Plans

Positive Responses

Percentage of Responses

Remain the Same Downsize Staff Downsize Space Relocate Close Hire More Staff Expand and/or Renovate Space Invest in New Equipment Total

36 0 1 12 5 30 31 28 143

25.2% 0.0% 0.7% 8.4% 3.5% 21.0% 21.7% 19.6% 100.0%

4.3.1 Downsizing Question 9: What factors will be responsible for the downsizing? Factors in Downsizing Technological changes in your business Increase or decrease in market competition Entered new market Increase or decrease in market share Access to qualified labor Management effectiveness Corporate decision or policies More or less subcontracting and outsourcing Increase or decrease in sales New products or services introduced Local regulations too restrictive Other (See Section 5.3.1) Total

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

Positive Responses 0 0 0 0 0 0 0 0 0 0 0 1 1

Percentage of Responses 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100.0% 100.0%

4.3.2 Relocating or Closing Question 11: Where do you plan to relocate this business? Relocation Options Within Grande Cache Outside Grande Cache, within Region Elsewhere in Alberta Another Province Outside Canada Total

Positive Responses

Percentage of Responses

6 1 3 1 1 12

50.0% 8.3% 25.0% 8.3% 8.3% 100.0%

4.3.3 Expanding, Renovating, Hiring More Staff Question 13: Will your expansion lead to? Expansion Options

Positive Responses

Percentage of Responses

Additional product line(s) for customers Additional services for customers Improved customer service New imports of goods or services to Canada An increase in export of goods or services outside Canada Improvements in productivity An increase in your need for staff training Other (See Section 5.3.3) Total

15 23 24 1 3 19 17 5 107

14.0% 21.5% 22.4% 0.9% 2.8% 17.8% 15.9% 4.7% 100.0%

4.3.4 Investing in New Equipment Question 16: Where will you purchase the equipment from? Location From Grande Cache From outside Grande Cache Donâ&#x20AC;&#x2122;t know yet Total

Positive Responses 3 18 2 23

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

Percentage of Responses 13.0% 78.3% 8.7% 100.0%

4.4

Business Development

Question 18: Which of the following would you consider participating in? Options Networking events Listing in business directories, brochures, maps Analysis and reporting on the market/economy Special event organizing & coordination Marketing on the web Other (See Section 5.4) Total

Positive Responses 39

Percentage of Responses 17.9%

27.5%

36 39 43 1 218

16.5% 17.9% 19.7% 0.5% 100.0%

Question 19: Which of the following would your business consider participating in jointly with other businesses in your community? Options Purchasing from Suppliers Shipping from Suppliers Marketing â&#x20AC;&#x201C; Promotion, Advertising Shipping to Customers Sharing of Facilities &/or site Staff Recruitment Staff Training Mentorship programs â&#x20AC;&#x201C; business to business counseling Facility interior design and layout assistance General collaboration/networking/information sharing Other (See Section 5.3) Total

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

Positive Responses 29 25 42 6 24 21 25 31 14 45 3 265

Percentage of Responses 10.9% 9.4% 15.8% 2.3% 9.1% 7.9% 9.4% 11.7% 5.3% 17.0% 1.1% 100.0%

4.5

Staff Recruitment and Retention

Question 20: How many staff (owners and employees) work at this location? Staff (Owners and Employees) Less than 5 staff 5 to 10 staff 11 to 20 staff 21 to 50 staff More than 50 staff Total Mean Staff per Business

Positive Responses 48 17 11 4 4 84

Percentage of Responses 57.1% 20.2% 13.1% 4.8% 4.8% 100.0% 10.9

Question 21: How many positions in your company are currently vacant? Vacancies No vacancies 1 to 5 6 to 10 11 to 15 More than 15 Total Mean Vacancies per Business

Positive Responses 46 26 4 1 1 78 1.5

Percentage of Responses 59.0% 33.3% 5.1% 1.3% 1.3% 100.0%

Question 22: Have you faced problems recruiting sufficient qualified staff for this location? Answer Yes No Total

Positive Responses

Percentage of Responses

40 25 65

61.5% 38.5% 100.0%

Question 23: Which staff categories have posed recruiting problems? Recruiting Problems

Positive Responses

Percentage of Responses

Full-time - Recruiting Problems Part-time - Recruiting Problems Seasonal - Recruiting Problems Total

34 24 15 73

46.6% 32.9% 20.5% 100.0%

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

Question 25: What do you feel are the top 3 reasons for these staff recruitment difficulties? Reasons for Staff Recruitment Challenges Wages Benefits Seasonal Positions - of less interest than year round Inadequate Housing in Grande Cache Grande Cacheâ&#x20AC;&#x2122;s remote location Shortage of skills in this industry in general Overall shortage of labor in Alberta Other (See Section 5.5) Total

Positive Responses 17 8 8 24 25 23 38 0 143

Percentage of Responses 11.9% 5.6% 5.6% 16.8% 17.5% 16.1% 26.6% 0.0% 100.0%

Question 26: Does your business have difficulty retaining employees? Answer Yes No Total

Positive Responses

Percentage of Responses

23 40 63

36.5% 63.5% 100.0%

Question 27: Which staff categories does your business have problems retaining? Retention Problems Full-time - Retention Problems Part-time - Retention Problems Seasonal - Retention Problems Total

Positive Responses 22 15 7 44

Percentage of Responses 50.0% 34.1% 15.9% 100.0%

Question 28: What do you feel are the top 3 reasons for these staff retention difficulties? Reasons for Staff Retention Challenges Wages Benefits Seasonal Positions - of less interest than year round Inadequate Housing in Grande Cache Grande Cacheâ&#x20AC;&#x2122;s remote location Shortage of skills in this industry in general Overall shortage of labor in Alberta Total

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

Positive Responses 12 4 2 8 10 4 9 49

Percentage of Responses 24.5% 8.2% 4.1% 16.3% 20.4% 8.2% 18.4% 100.0%

4.6

New Business Prospects

Question 29: Do you know of a business that would have an interest in locating in Grande Cache? Answer Yes No Total

4.7

Positive Responses 9 16 25

Percentage of Responses 36.0% 64.0% 100.0%

Community Services and Assets in Grande Cache

Question 32: On a scale of 1-5, how would you rate the following community services and amenities in Grande Cache? Note: A response of â&#x20AC;&#x2DC;N/Aâ&#x20AC;&#x2122; indicates that the respondent has had no experience with the amenity being rated or chose not to comment. Amenity

Child care Public restrooms Recreational facilities and programs Ambulance services Parks and open spaces Sidewalks and trails Fire protection Police protection Roads (i.e. maintenance, signage) Parking Land use planning Total

Very Poor 6 19 4 2 2 3 1 3 6 5 12 63

Poor

Fair

Good

Excellent

N/A

8 21 9 0 8 10 0 2 20 7 17 102

14 21 29 5 26 24 5 17 30 19 24 214

16 10 38 37 34 32 47 42 24 46 17 343

4 1 4 29 15 16 26 18 5 7 1 126

4 2 0 1 0 0 1 0 0 0 1 9

Calculated Mean 3.08 2.35 3.35 4.25 3.61 3.56 4.23 3.85 3.02 3.51 2.69 na

As mentioned in Section 2.2, performance on items for which the calculated mean is above 3.85 can be considered highly acceptable, performance on items between 3.15 and 3.85 can be considered average, and any measurement below 3.15 should receive immediate attention.

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

Question 34: What community amenities would you like to see improved or developed? Amenities Walking & bike trails Public parking Parks and/or open space Public cultural facilities – libraries, museums, entertainment centres Sports or recreation facilities Farmer’s market and open market Public washrooms conveniently located Other (See Section 5.7) Total

4.8

Positive Responses 39 16 22 62 44 58 37 10 288

Percentage of Responses 13.5% 5.6% 7.6% 21.5% 15.3% 20.1% 12.8% 3.5% 100.0%

Retail/Service Sector

Question 36: What are your top 3 suggestions for improving the retail/service business environment? Amenities Repair or remove “eyesore” buildings More and better festivals and events More niche market specialty shops More restaurants More entertainment facilities More hotels/accommodations More and better municipal signage Improved streetscape - benches, lighting, landscaping Uniform store hours Extended store hours More parking Focused downtown revitalization strategy Financial support to improve store front facades Retail gap analysis and recruitment program Other (See Section 5.8) Total

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

Positive Responses 31 23 16 16 29 3 6 19 13 17 3 16 17 13 14 236

Percentage of Responses 13.1% 9.7% 6.8% 6.8% 12.3% 1.3% 2.5% 8.1% 5.5% 7.2% 1.3% 6.8% 7.2% 5.5% 5.9% 100.0%

4.9

Tourism Sector

Note: The Tourism Sector questions were completed only by respondents in the Tourism sector. There were fewer respondents in the Tourism sector than in the Retail/Service Sector (Section 4.8), resulting in fewer responses in this section. Question 37: What percent of your gross sales comes from the following categories? Gross Sales (a) Tourist Attraction (incl. admission fees) (b) Recreation Activity (golf, boat rental, etc.) (c) Professional Services (guide, outfitting, etc.) (d) Lodging (e) Camping (f) Retail Sales (g) Food and refreshments (h) Other - Commissions Total

Percentage 0.0 12.5 23.8 0.3 0.3 27.5 0.8 35.0 100.0

Question 40: What could be done to make Grande Cache a more physically appealing tourist area? Amenities Improve highway signage at entrances to Grande Cache Improve amenities and appearance of roadside rest areas Provide clean, well-kept & well signed public washrooms Enforce property standards and/or weed by-laws Hold more and better festivals and special events More retail including niche market specialty shops More restaurants More recreation and entertainment facilities More visitor accommodation Improved tourism information centre Other (See Section 5.9) Total

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

Positive Responses 5 5 3 2 4 5 5 7 2 2 3 43

Percentage of Responses 11.6% 11.6% 7.0% 4.7% 9.3% 11.6% 11.6% 16.3% 4.7% 4.7% 7.0% 100.0%

5 RESPONSE DATA – OPEN-ENDED QUESTIONS An open-ended question is a form of question, opposite to the closed-ended one, which cannot be answered with a simple "yes/no" or a specific piece of information. The following sections provide verbatim responses to open-ended questions, with the exception of corrected spelling.

5.1

Business Profile

Question 2: Where is your business located? Other, specify. • 20 kms north of GC on Hwy 40 • Main office adjacent to Eagle Rock Condo (under construction) • Sawmill Rd.- Mason Cr • The town gives its business to anywhere but Grande Cache Question 3: Under which sector should your business be classified? Other, specify. • Contracting, business rental properties • Equipment rental • Esthetics • Gas • Gas and convenience • Landscaping • Landscaping services • Laundromat and car wash • Oilfield contracting • Oilfield service • Oilfield services • Oilfield services • Oilfield services • Oilfield services • Personal services • Registered charitable foundation • Road construction • Renovation • Signs, engraving and promotional • Tourism • Towing • Non-profit

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

5.2

Business Environment

Question 6: Which, if any, of the following factors do you feel are barriers to the expansion of existing businesses and the development of new businesses in Grande Cache? Other, specify. • a need for affordable office space • access to construction materials • arena tends to copy business services • Boom and Bust Stigma • bylaw officer - can't park equipment on own property, have to park truck in non-residential areas with no access to electricity • council - who's on it - barrier to new business development - old boys' club • councilors are business people and don't want competition - businesses get stopped • lack of contractors and builders • lack of info from municipality in regards to planning i.e.: deathrace, car sales • lack of runway lights at airport, therefore no air ambulance • lack of space and employees • lack of training opportunities • landfill - aren't allowed to use because garbage doesn't originate in GC • need another grocery supplier and other goods • need to work on bringing people to our town • no trade area, i.e. Confined population, lack of shopping in town, electricity cost • not enough industry - one industry closure affects entire town • power supply often going out • prices for retail are increasing • retention of employees • roads leading into town (access) from main centres (Hwy to N) limited, no alternatives egg. Car accident • shortage of labour • tourism or rec leases are an unwieldy expensive and complicated process; 2) development is expensive as most developers are oil/gas; therefore have immense resources compared to tourismbased operation; 3) lack of properly developed outdoor recreation areas • trying to get approval to get business to start up - town making them do a business proposal - extra steps needed to get business license; councilors have businesses and therefore have preferences about what gets approved • wood supply

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

5.3

Future Plans

5.3.1 Downsizing Question 8: Please describe the extent/size of the downsizing. • selling/sold office and shop space Question 9: What factors will be responsible for the downsizing? Other, specify. • Semi-retirement

5.3.2 Relocating or Closing Question 10: Why are you planning to relocate or close the business? • Close - more out of GC - not because of business opportunities, but other reasons. • go where the oil and the work is (the US or elsewhere in Canada); announcement from Premier re. tax increase for oil and gas extraction means things not looking good in AB • Hard to open retail space here. Getting frustrate with rec staff • I have been in Shoppers Park Mall for 12 years and am tired of the absentee landlord and the lack of improvements to the mall, as well as washrooms. To make GC a tourism destination spot, we need to make "all" things attractive. • if consistently booked and expanding hours, would move from home to comm. space with waiting room, etc • labour availability issues- relocating to Grande Prairie - labour market less tight • need affordable space • need more space • need more space - office and warehouse • need more space, get away from house • originally from BC, family all there • retirement • sold business Oct 31, 2006 • the government doesn’t really work , just raises taxes and doesn’t shop locally • To a larger center for greater pool of trained and untrained labour as well as supplies. Question 11: Where do you plan to relocate this business? Outside Grande Cache but within the Region, Elsewhere in Alberta, another Province, Outside Canada, specify. • Grande Prairie or Grovedale • Greenland

5.3.3 Expanding, Renovating, Hiring More Staff Question 12: Please describe the extent/size of the expansion, renovation and/or staff increase. • 1200 sq ft - 2-4 more space

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• 2-office, 1-marketing, equipment operators and crew, one time - up to 15 • 30% • Add more equipment and people. Extent/size unknown. • additional 6 employees • AWN will continue to grow and add additional programs and services for the aboriginal community. This will require additional recruitment and training of staff. • Before the boom hit GC, I used to have 10 staff, and now, in the last couple of years, my business has increased up to double or triple the staff • could hire one person or a few, depending on who wants to get involved - incentive for them would be ability to take more $$ home working through company vs. working as an individual • development of new mines and continued exploration of future coal seams. This expansion could see an increase of +/- 100 workers. • don't know • expand existing rentals to another 4 rooms • expand service to Grande Prairie; actively seeking more work for Edm-GC route; additional 3-5 employees • expansion would mean a store - 30x30 bay minimum req'd, 1-2 staff (would need to train them) • facelift to front of building • increase max 2 people, would train 1 person, need skills for other - would ideally like some skills • larger building for more products; 1-2 more staff • looking for right driver; responsible drivers • make existing space more usable, upgrade interior and exterior of building • modernize entire motel - facelift • not sure - depends on demands of oilfield • not sure of exact plans, but at least increase in staff • over next 3 years, hire 10 people, need at least 1 acre of land, need 40x60 maintenance shop • possibly 10-20 more people • possibly hire 1 more staff member, need more storage space (approx. 75 sq ft) • -Possibly renovate/upgrade equipment -Hire one more Dentist • purchase land for own shop, grow to 10 knowledgeable staff • renovate existing space, possibly hire more staff • renovating the hotel rooms - total 48 • totally renovating an existing building we own (inside and out); staff increase 8-10 people • Unknown at this moment • update infrastructure with the pharmacy; increase space

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• value-added facility +/- 30 people • walk-in coolers, storage rooms • want to hire 2-3 responsible people • We plan to use less subcontractors and have more in-house trades people; Increase volume of projects • We would like to either develop or facilitate the development of a group camping area that has covered cooking and bunkhouses. 2) We are planning on completing a cable drop at the Sulphur River for boat launching. • would like to open a highway location, approx 2000 sq ft., min. of 10 and 1 manager Question 13: Will your expansion lead to? Other, specify. • depends on demand by oilfield • development of commercial and industrial sites • more books, more documentary movies • need labour first and a contract • operation will run safer

5.3.4 Investing in New Equipment Question 15: What type of equipment are you planning to purchase? • 2 pieces of equipment • Bobcat, small excavator • buses for transport, replace rafting equipment, increase inventory of equipment, build launch at river • cameras, computer, projector, TV viewing system • coffee machines • Computer • computers • construction • Construction vehicles and related transportation/material handling equipment. • excavators, dozers • exercise & fitness equipment • Food service equipment. The service sector seems to be in demand here in Grande Cache. • heavy duty machinery • heavy equipment • heavy equipment - cats, trucks • Heavy equipment, trucks, trailers etc. • Hoe or cat - # of equip. depends on # of staff

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• kitchen equipment • lathe, expansion with machine shop • need more trucks 1-2 • office equipment, more supplies, table for massage • photocopier, steel cabinets • printer • sawmill equipment • tractors, trailers, forklifts, pick-up trucks • upgrade vinyl system Question 16: Where will you purchase the equipment from? From outside Grande Cache, specify. • Alberta • Canada - Toronto • Edmonton • Edmonton or Calgary • Edmonton, Grande Prairie • Edmonton, Grande Prairie, or US • Finland • Grande Prairie • Grande Prairie • Grande Prairie, Edmonton • Vancouver

5.4

Business Development

Question 17: What equipment, products and/or services would you like to purchase locally that are now being purchased outside of the area? Equipment • (currently from Vanc., Edm, Calgary) • 80% from distribution centre in Edm, 20% locally • air conditioning maintenance • all business related items put of town • all equipment if reasonably priced • all heavy equipment, if possible • all inventory • All medium to heavy equipment and vehicles

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• Computer Parts and Accessories • doesn't purchase a lot of equip.- mostly specialty, can't see it coming from GC • electronics, • electronics, cell phone • entire inventory • entire inventory and equipment • entire stock, supplies, etc. due to cost and availability • everything • Irrigation supplies • kitchen equipment • local businesses are supplying satisfactorily • MACINTOSH computers are purchased in major centres • none • not available • nothing (via Fas Gas, not sure who/where supplies) • nothing-need specialized supplies • pickups • poles • satisfied with current situation • specialty equipment - can only get in 2 or 3 places in North America • trucks and heavy equipment, tools • unavailable to purchase locally • unless there is a big distributor, nothing • vehicles (trucks) • Vehicles, Heavy Equipment • washer/dryer and parts Products • (purchases mostly in town) - filing cabinet, professional ladies' clothing • Adobe products are purchased online or in a major centre • all construction materials - available but costly • all esthetics stock (currently have it all delivered) • all parts for any heavy equipment • beauty supplies

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• cleaning products, linens (cost issue) • cleaning supplies • clothing • Clothing • computer ink • electrical supplies • entire inventory • entire inventory if available • every construction material except concrete • everything is ordered for us • food • food items, especially ice cream • food products • frames, photographic prints • fuel, oil & grease, maintenance consumables • groceries, bedding and linen • hardware (due to cost locally), furniture, linens, Coke machine • Heavy Equipment Parts • lumber and hardware (full service site) • Majority of commercial products and parts • most products are from outside • Motel Supplies and Food • no- craftmasters - need to buy thru them • none • office products • office supplies • office supplies • pet food • retail confection (i.e. pop, candy , chips, choc bars) • siding, general construction supplies, oil and parts for equipment (competitive prices and availability) • some large bulk food items are not competitive • Stationary/Industrial cleaning products • Tires

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• Tires, Parts for Vehicles & Equipment • vehicle, groceries (ex. bulk, butcher, bakery), sewing and craft supplies • wholesale inventory items • wholesale supplies @ reasonable rates Services • advertising, mechanical contractors, engineering • all our fitness training • All technical services i.e.: machine shop • already purchasing locally • Building Inspection services • Computer/Networking Services • fast food, decent place to go for supper • forklift maintenance and service/purchase propane • groceries, shoes, clothes, fine dining • hire contractor for renovation work • Mechanics • Medical & Shopping • Northern Metallic, Kal-Tire, Extra Foods, Various Clothing Stores • Printing of books are done in Winnipeg • refrigeration; a/c; HVAC, plumbing, professional services • skilled labour (hiring contract workers) • tech services, plumber, electrician, refrigeration repair person • tradesmen • training programs, error and omissions insurance Question 18: Which of the following would you consider participating in? Other, specify. • training courses - internet and computers Question 19: Which of the following would your business consider participating in jointly with other businesses in your community? Other, specify. • encourage rotary membership • job shadowing for high school • open to new idea

5.5

Staff Recruitment and Retention

Question 24: What specific positions, skills or qualifications have you had difficulty in recruiting?

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• Administrative Assistant • agent qualifications to sell real estate • artistic • assistant hardware manager, general labourer • auto mechanic, gas attendants • cashiers • cashiers, bookkeeper, supervisor • Cashiers, stock handlers, pharmacists • class 1 truck drivers • Class 5 Driver; experienced; maturity; clean driving record; safety training; personal suitability • completion of post secondary • contractors • cooks • cooks, waiters, dishwashers • customer service skills, work ethic • dental hygienist • drivers & dispatchers • equipment operators • experienced drivers • Experienced help • First Aid, availability of labour • front desk, housekeeping • gas attendants and cashiers • general and managerial • General Carpentry/plumbing/Electrical • handyman-know a bit about everything • Housekeep, Front Desk Clerk • inside sales, shipping and receiving • inside sales, warehouse personnel • labourers, framers • management, lack of work ethic • on-site management, cleaning, housekeeping, etc • previously trained, certified river guides, counter staff

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• qualified equip. operators & supervisors • related to business, sometimes hard to guarantee worker • sales staff • servers, cooks • sign maker • Skilled IT Staff - Emphasis on Linux Knowledge • Skilled labour and general labour • skilled legal/paralegal help • skills -trade skills • trades people and professionals • trades, engineers, technicians, technologists • tradesmen • truck drivers • Truck drivers, operators, heavy duty mechanics • younger kids don't want to work (not trained) Question 25: What do you feel are the top 3 reasons for these staff recruitment difficulties? Other, specify. • No responses Question 28: What do you feel are the top 3 reasons for these staff retention difficulties? Other, specify. • 1(lack of work ethic/motivation) • don't want to work • lack of regular homes • management • no winter tourism industry • personal issues related to employee • scheduling conflicts and # of hours • shift work

5.6

New Business Prospects

Question 30: Please provide the contact information for the business. (Complete to extent possible) Due to the confidential nature of this information, the answers to this question have been provided directly to the Town of Grande Cache and do not appear in this report.

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

Question 31: What new businesses would you like to see added to Grande Cache? (List up to 3 specific businesses or business categories) • A place that has really good coffee • A&W • A&W, Bookstore, movie theatre, children's clothing store • Allowing and encouraging existing townspeople to become entrepreneurial while keeping out the big franchises • An excellent restaurant • another food store • Another grocery store • another grocery store, clothing store • another grocery store, youth centre for teens, clothing store • another grocery; movie theatre; café/restaurant (a teashop) that locals and tourists could go to • Another large Food store • Another larger grocery store (Chain) • another separate town in the valley so you can choose from which one actually listens • any new business is good; movie theatre • ATV dealership and small engine repairs; grocery store; car dealership • Auto shops, hotels, fast food • Banking (ATB branch rather than just an agency) • bedding and bath store; more retail stores in general • bedding and draperies; really good, interesting restaurant (high end); grocery store • Book and music • Book store/cafe • CANADIAN TIRE • Car Dealership • Car dealership • car dealership, sporting goods • Card Lock, Lubricant dealer, stationary supplier • clothing retailers, Tim Horton's, fast food, grocery store • clothing stores • coffee shop with a nice view, fine dining restaurant, movie theatre, clothing and sportswear, household items, bakery • competitively priced food store, drug store, home repair and renovation store

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• construction • craft/sewing store, book store • dealership (car or service) - he could work with someone like that; fast food place (i.e. donut shop); recreation (minigolf, batting cages) • dealership for cars, ATV; truck supply parts; sporting goods • Department store e.g. Northern Store • drycleaner; mechanical contractors; grocery store • Entertainment (Bowling or theatre) • entertainment facilities (family/kids' activities); more retail, more tourist attractions (ski hill) • Family Clothing • fast food; movie theatre; groceries (M&M Meats) • Fast Rood Restaurant • Fine dining • Ford dealership, ATV dealership, grocery store • full service/competitively priced builder supplies; retail of all types, more home builders • full-time vet; full-time eye doctor; grocery store - moving because of lack of services in GC • GC has what is necessary to meet our needs • GROCERY • Grocery store • Grocery store • grocery store • grocery store • Grocery Store • grocery store - lead tome for products is an issue • grocery store(more) • Grocery store(s), tire shop, fast food restaurant, Tim Horton's • grocery store, building supply store • grocery store, entertainment (bowling, movie theatre), Tim Horton's • Grocery store, restaurants (chains - different types of food) • grocery store, shoe store, kids’ babies' supplies, ladies mid-range clothing store (e.g. Reitmans) • grocery store, stuff for kids (bowling, soccer field, theatre), teen clothing store, shoe store, car dealership • Grocery Store, Tim Horton's, 18-hole golf course • Grocery store, Tim Horton's, more variety with clothing stores

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• grocery store/pharmacy; car dealership; restaurant • grocery store; fabric and sewing store; fresh produce • Grocery store; fast food restaurants (A&W, Tim Horton's); nice department store • grocery store; industrial supply; mechanics shops • grocery store; restaurant chains - they don't come to small towns, need staff; more social services • grocery store; toy store; book store; Wal-Mart • grocery store; Wal-Mart, Zellers (dep't store); retail • high end restaurant • improved grocery shopping; men's and women's clothing • IT Contractors (Linux Specialization) • ladies clothing store (more geared to the mature woman); shoe store; grocery store • M&M Foods, ladies' clothing, movie theatre • M&M Meat shop, grocery store, sporting goods store • M&M Meats, grocery store, lumber store, theatre, optometrist, doctors, vehicle dealerships, TV and small appliance repair, sporting goods • Machine shop • McDonald's • McDonald's, Dairy Queen, big mall - Wal-Mart, movie theatre • Metalworking / Industrial Production Company • more grocery stores • new grocery store, deli, restaurant - fine dining, recreation vehicles • Outdoor recreation - ATV tours, Dino track tours; grocery store; Canadian Tire • PLUMBING ELECTRICLE • Reitman's; retail in general; grocery store • Restaurants • satisfactory • Save on foods • second or third grocery store that can compete • sewing, craft, project store • ski hill • Source for sports • sports equipment rentals/clothing, café/sandwich/ice cream shop, bunkhouse/cabin facilities • Sports store

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• Super Market • Tim Hortons • Tim Hortons • Tim Hortons and other Fast Food chains • Tim Horton's, Ski Hill, grocery store • Tim Horton's; more fast food; better shops; more activities/stores for teenagers-bowling alley, skateboarding • Tim Horton's; Superstore; Wal-Mart • Tire Shop • variety of stores; second supermarket so competition in pricing; activity areas (theatre, bowling alleys, arcade, entertainment) - to keep young and old entertained - not just go to the bar • Wal-Mart, and Car Dealership • Wal-Mart, Co-Op grocery store • Wal-Mart, Tim Horton's, grocery store • Wholesale IT Supply Outlet

5.7

Community Services and Assets in Grande Cache

Question 33: For those services and/or amenities that you rated as poor or very poor, how could the service be improved? Child Care • baby sitters on crack • Better facility • build a new or 2nd daycare - improve facility and staff; promote safety of day homes • Day home get children referred by the Day Care Centre, why can't they recruit and advertise their own business without having to wait for the Day Care Centre to fill up first. • gov't run day cares • Have staff that is trained/screening of staff • hire more people • need more • need more daycare, need drop-in centre • need more facilities • need more providers • Needs more funding which will translate to services • New facility with additional spaces • open more daycares

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• updated Public Restrooms • Additional public restroom in downtown area • better access to washrooms in all public places • downtown needs public restrooms • having them in shopping area and in staging areas • mall needs public restroom • more • more facilities • more needed • more needed • more needed, especially for visitors • more needed, signage, cleanliness • More of them • need bathrooms in the mall • need more • need more • need more • need more • need more • need more • need more • need more • need more - unsure if there is one in the mall • need more, need to be cleaned up, rec centre washrooms replaced • need some to improve, can't improve what you don't have • none in the mall, need wheelchair accessible • outdoor restrooms, shopping area restrooms • Provide some • public restrooms downtown • renovation and addition • signage on where they are located • take a pee in the mall

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• the community should have some • There are next to no public restrooms except company owned facilities • What public restrooms!!!!! What about in the Mall????? • What public restrooms? Recreational Facilities and Programs • better aquatic center, and a place to offer programs. Better Fitness facility, a community centre. • facilities-need new rec. centre, rec. coordinator doesn't have an office, yoga classes operated out of a non-rec-facility; rec. centre should be a priority over beautification • give the kids something to do; have kids help with development, so they are less inclined to destroy • more affordable activities for families, family-oriented recreation • more things for young kids up to 20 yrs. old to do • movie theatres • need more - tennis, racquetball, etc • need soccer • needs to remain the same, do not close quad trails • New facility as proposed • new facility- current is too old • new facility/attempt to recruit trained staff • not sure you can fix this problem with what you have • offering knowledgeable programs • other programs at the schools • rec centre is old and needs upgrading • rec. facility is falling apart and dilapidated • rec. facility is falling apart and needs to be replaced • renovation and addition • take a pee in the pool • trail heads, trails, campgrounds group sites Ambulance Services • new double garage and car wash to keep their autobody in looking good • paramedics on staff • We were denied ambulance services requested by the Grande Prairie hospital and were forced to drive and deliver a baby on the highway. Need I say more? • Would not improve- They are doing a fantastic Job and are very caring to the people of Grande Cache.

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

Parks and Open Spaces • bad timing on redevelopment of parks • continue what is currently underway- good job • done poorly, lack of knowledge • existing parks not utilized • Keep going with the current development • keep up the great work • lack of skateboard park/activities for teens • leave them alone why build a path and cut trees in a place where kids could have played football and other activities when we are surrounded by open space with tress • more attractive, better landscapes • more green spaces and better trails and playground equipment • need more landscaping contracts for my landscaping company • need to create more • not enough (cleanliness too) • parks are unsafe, grass is uncut, garbage everywhere • Phase 6 has no parks - every phase should have greenspace • think before doing, hire someone that knows how to do things properly like a landscaper. Public input before decisions are arbitrarily made • upgrade playground equip. • why did they plant trees on the soccer field? • Willmore is inaccessible Sidewalks and Trails • bye bye griffith • currently are no sidewalks in Phase 6 • fix sidewalks that are in disrepair, consider that not everyone stays on the trail, so fix the area around the trail, make more, upkeep the ones you already have, think about staffing before creating more than you can handle and keep up on. Make everyone maintain, reconnect and mark trails • further work on trails • graveled trails with signage • Keep going with the current development • lot of places don't have sidewalks,, sidewalks not cleared in winter • mandatory to clear sidewalks • mark the trails and stop making stupid costly trails through fields we could use as playing grounds • more pedestrian-friendly, better developed

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• need regular snow removal and salting during winter • need to be plowed more often during winter • need to clear sidewalks in winter • paved walks, around the town • quading trails, accessible trails • should be a path to tourism centre along highway • sidewalks cracked and broken, sidewalks not shoveled, trails destroyed by development, trails not marked Fire Protection • more staff • nice shiny fire truck Police Protection • crackdown on the ten crack houses in town • increase number of officers • more active in the public • More COP's volunteering in the community • more staff • need beat cops (walking around), more awareness/contact with the community • need more • need more community policing • need to be more visible - full time night officer • need to patrol town more often • Should be more visible. (could put in a Tim Hortons??) Need full time night patrol!! • watch the roads more carefully Roads (i.e. maintenance, signage) • 24 hour road and weather emergency • add shoulders, add pavement before you have to re-do the whole road (after it's been left so long) • better and quicker snow removal, quicker completion of projects, better feedback and notice to businesses prior to starting project • better maintenance • better maintenance, especially winter snow removal • better snow removal in comm./industrial area • fix holes in roads, do repairs • fix potholes

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• get them fixed up, better snow removal • Highway 40 needs help • keep garbage off roads • more attractive, visible signage • More highway signage done with more taste • more road maintenance (yellow lines) • need more signs • need signs to divert traffic away from town • no one availb. to salt roads in winter, too long to clear in town roads, • pave road b/w Hoppe and Shand by the arena • pave them, plow roads in Victor Lake and GC Lake • quicker maintenance, recycling • repave Hwy 40 to Grande Prairie • Repaving instead of resurfacing • roads are falling apart, snow removal is terrible, roads need to be resurfaced • roads are very rough need a 'pothole crew' to fix them up • Routine maintenance is always important to beautify GC. I feel it is important that the Town should be more strict with the people and their property. Many home owners need to get the big Campers put in the back of their property or in proper storage unit • See sidewalks and trails, fix road before making changes, repair holes immediately after creating them, make town roads meet aprons of driveways, hire asphalt companies that do a decent job, not the lowest bidder. • signage, more • snow plowing is a huge issue • snow removal • stop signs placed at wrong location (e.g. Service roads instead of main roads) • there is a need of general upgrading • too much dust • widen Hwy 40 to Hinton • winter plowing needs to happen Parking • Better parking planning for downtown • designate areas for big rig/ truck parking • get rid of angle parking - causes congestion/archaic • layout of town is confining - need more parking, but where?

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• leave downtown parking alone, highway parking for large trucks • more parking for semis • more parking for trucks • more parking, accessible parking • need more parking - crowding in current lots • need more parking and less business to compete with town council owned businesses • provide better parking by hwy for big trucks • See public restrooms. Downtown core needs to be razed and redesigned, parking is dismal, difficult to get around, and dangerous now in front of super A as there is no room to back up when people are illegally parked against the curb. More thought and pl • use different parking places for trucks and cars Land Use Planning • be more open-minded • better planning with community input, more thoughts • Creation of small retail areas outside just the mall, industrial park, and bottom of Hoppe Ave • fix existing things first, parks have dandelions, before building new • have external and public input into planning layout and what should exist • instead of reacting to temporary market pressures, take the time to initiate a sustainable development plan • keep in focus the beauty of the natural Grande Cache • manipulation of infrastructure by town council owned businesses • maybe have a plan and then destroy trees instead of the other way around. Right now seems like the zoning in this town is really unorganized • more availability of retail spaces in town • more economical development • more environmentally-wildlife friendly • more public consultation prior to actions, advertise well in advance any town hall meetings • more sidewalks, remove snow from industrial areas • need more commercial • need more land available • need to be proactive • none existing, look at Phase 6 next to trailer park • offer acres for sale so businesses can flourish, use land as owners see fit • Open areas other than downtown to retail business • open more land for industrial use

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• Plan walking paths or sidewalks into all areas • Planning is choppy and inconsistent • proper business to proper location • public knowledge- lack of communication about opportunities to buy, when interest is expressed, (e.g.property for sale went to auction and was unaware, even though had inquired); buy more land, open it up so people could obtain some of the land • qualified and knowledgeable development officer • See park mess across the street from Shand Avenue. • This is possibly better now than in the past, not sure. • use land for other things than what they are currently being used for • very reactive - no long-term planning • Willmore is inaccessible Question 34: What community amenities would you like to see improved or developed? Other, specify. • A Community Centre • acreages (important) • better use of existing facilities • bowling alley • business fronts updated • By professional people that know how to do the job properly and timely within the budget set. • critical services such as hospital services and highway maintenance (Hwy 40 is in need of repairs and expansion ... The highway itself needs to be widened. There is nothing like an oncoming semi in your lane in the winter. • hospital • staging areas, group campsite for day and overnight use • youth club, a place for kids to go Question 35: Please provide any other suggestions to the municipality to help your business thrive. • additional advertising and highway signage • architectural guidelines on developments, remove "protection in land use" for downtown business, residential development of sub-division apply caveats for trees planted on every lot • Backup of power and communications - what happens when someone cuts into a power line?; business interruptions due to power disruptions; create loading zones in front for retail businesses throughout town • better access for deliveries, clear snow; storefronts fall in line with downtown beautification • bring in businesses that are not currently in town i.e.: grocery store - this would keep people in town

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• Bring in rental affordability - crackdown on unauthorized rental accommodations, and quit pandering to businesses with only a temporary plan for GC • Build a group site (40-50 ppl) in the back area of the campground. Needs group fire pit, covered cooking/eating area, and closed camping spots. A later development would be bunkhouses. • bylaws enforced i.e.: mall appearance improved; garbage bins - put more strategically • contact for emergency accommodations • continuation of annual business networking event • develop rental space for commercial and industrial; keep promoting GC; if plans they have are implemented, it will get better • don't focus economic development primarily on one industry- diversify industries • feasibility of land, timing of development • fire the drunk administrator • Garbage and snow removal, sidewalks in Phase 6. Town should finish one project before starting another. Parking for large trucks. Town closed campground, now trailors have no place to go - trucks say they will never come to GC again. Lots of kids. Store hours, parking for trucks and campers, perception that people on town council get things that others don't • I would like to see the Town work more closely with our aboriginal community and AWN and to build that network. • Improve business fronts, back of Pine Plaza/Super A should be cleaned up and improved - it's not an alleyway • It is so important for the Town of Grande Cache to start being more strict with the beautification for home owners as well as the business areas as this is what makes Grande Cache a beautiful place to live in. • keep going with your 20-20 vision. • let them use landfill • lower business taxes • more beautification, improve the back alleys, stop planning and start doing, more availability of land for individuals • more GC known outside region with natural attractions (wilderness, scenery); clean town up, make more attractive (flowers), clean roads • more housing, more people, more revenue • More services in GC, isolated - highway gets closed and we're isolated • More tax dollars allocated to trail development and a more walkable community. More green spaces and paths to connect playgrounds and key areas of the town. Downtown beautification, parks and playground revitalization, trail development, view points, more • municipal infrastructure needs to support expansion of the town and population; town identity - we need a theme to promote the town and make it a destination; need to support and encourage small businesses; specific guidelines for store facades • Need more private land. Lots more.

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• nothing • nothing • nothing • nothing • nothing - continue beautification • nothing - satisfied with current situation • place business sign outside of mall - currently - none • price monitoring for construction materials; keeping prices competitive • promote shopping in GC • provide update on business license status-will be invalid in Dec. • recognition for "Business of the Year" award, i.e.: advertising; small business recognition in general • Reduced rent, but that is mainly outside of the control of the municipality. • Revamp of land use bylaw • Roads to GC Lake & Victor Lake need to be improved • start 1-2 projects and finish before starting new ones; need commercial space and availability of smaller commercial lots (100x100) • Still on a waiting list for a lot (been waiting 18 months), no land available for business, not being dealt with properly, prices for lots are way too high, tendering/proposal system needs to be revised for fairness • Stop restricting new businesses that compete with local businesses that are already established. Example: the outrageous charges for fruit trucks etc. Lower municipal business taxes. Talking to and getting the opinions of local businesses before making • supporting local business as much as possible, giving them the chance to survive • Thank you for considering the Willmore Wilderness Foundation in you survey. You should know that my personal business, High Country Vacations email address is BazSue@telus.net. I operate out of Smoky River Ranch and I provide extended packhorse trips • The town is very supportive • town need to modernize; build houses; commercial and residential real estate development; lack of supply drives up prices; utilities fees increase because infrastructure is old in buildings

5.8

Retail/Service Sector

Question 36: What are your top 3 suggestions for improving the retail/service business environment? Other, specify. • A tourism strategy more things for people to do around town. Better trail development, attractions (i.e. Dinosaur tracks), Leisure centre, cultural/arts events. Need to develop things to do and things to see once people come to GC • crossing lights and street lighting • dog park

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• economic development initiative, chamber of commerce, better communication between municipality and businesses re: facilities, networking events ***would like info on business support from the Town • force unsupporting owners to update or clean up property ex: middle mall • grocery store - new and improved hours of operation • health centre could be better (e.g. Could have an anesthesiast) • more cultural activities and facilities • more financial institutions • no chamber of commerce that focuses in-town shopping/does not staff; need local support for in-town business • our retail section seems like it was built in 3 phases, with little or no municipal structure towards a downtown retail core • public washrooms at Grande Cache Lake • wants Tim Horton's • we need a proper grocery store

5.9

Tourism Sector

Note: The Tourism Sector questions were completed only by respondents in the Tourism sector. There were fewer respondents in the Tourism sector than in the Retail/Service Sector question (Section 4.8), resulting in fewer responses in this section. Question 38: What are the advantages to operating a tourism business in this area? • A tourism business is very important to our town. The people of Grande Cache do give a positive feedback to our town. The visitors always get a good welcome to our town and we need the tourism to promote it. • beautiful scenery • easy land use issues compared to National Parks; no competition; virtually unlimited growth potential • It's the future of this community • tourist attractions Question 39: What are the challenges to operating a tourism business in Grande Cache? • Difficult to find employees • lack of typical outdoor facilities found in park areas; difficulty in attracting clients to area; lack of other tourism companies to partner with • Some employees in the Rec center (which we would like to partner with) make it almost impossible. Very immature staff • The town of Grande cache is not convince or doesn't want to diversify its economy with tourism. The Mayor is not leading the process. Question 40: What could be done to make Grande Cache a more physically appealing tourist area? Other, specify.

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

• Beautification is always important and with this in the works it is very well needed to promote Grande Cache • more coordinated marketing approach with a definite image/vision; river access; trail development including staging areas; roadside areas including washrooms and correct garbage units (safe from bears) • Other (please specify) • Ski hill on Grande Mountain with a mountain village at the bottom of the golf course

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

6 CHARTS AND GRAPHS Q4. Grande Cache Businessâ&#x20AC;&#x2122; Total Dollar Sales Outside U.S. & Canada (%) 2.1%

Within US (%) 2.0%

Within Canada (%) 95.9%

Q5. What is your general impression of Grande Cache as a place in which to do business? Excellent

Good

Fair

Poor

20%

40%

60%

80%

100%

Breakdown of Responses

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

Number of Businesses

Q20. How many staff (owners and employees) work at this location? 60 50 40 30 20 10 0 Less than 5 staff

5 to 10 staff 11 to 20 staff 21 to 50 staff More than 50 staff Number of Employees

Number of Businesses

Q21. How many positions in your company are currently vacant? 50 40 30 20 10 0 No vacancies

1 to 5

6 to 10

11 to 15

More than 15

Number of Vacancies

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

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1=Very Poor; 5=Excellent

Q.32 Ratings at a Glance

Amenities

BUSINESS RETENTION AND EXPANSION SURVEY RESULTS TOWN OF GRANDE CACHE

APPENDIX A

GRANDE CACHE BUSINESS RETENTION AND EXPANSION SURVEY

Grande Cache Business Retention and Expansion Survey

Prepared for:

Prepared by: Strategic Management Stantec Consulting Ltd

November 2007

Table of Contents Respondent Profile............................................................................................................ 1 Instructions........................................................................................................................ 2 Confidentiality Agreement Between Interviewer and Respondent .................................... 3 Business Profile ................................................................................................................ 4 Business Environment ...................................................................................................... 5 Future Plans...................................................................................................................... 6 Downsizing .................................................................................................................... 6 Relocating or Closing .................................................................................................... 7 Expanding, Renovating, Hiring More Staff .................................................................... 7 Investing in New Equipment .......................................................................................... 8 Business Development ..................................................................................................... 8 Staff Recruitment and Retention ....................................................................................... 9 New Business Prospects ................................................................................................ 10 Community Services and Assets in Grande Cache ........................................................ 11 Retail/Service Sector....................................................................................................... 12 Tourism Sector................................................................................................................ 13

Grande Cache Business Retention and Expansion Survey

Respondent Profile Business I.D. ____________________________________________________________ Business Name:___________________________________________________________ Main products or services provided at or from this location _____________________________________________________________________________ _____________________________________________________________________________

Respondent Name:________________________________________________________ Respondentâ&#x20AC;&#x2122;s Position in Business:___________________________________________ Address:________________________________________________________________ Municipality: Grande Cache, Alberta _________________________________________ Postal Code: TOE 0Y0_____________ Telephone Number: (780) -______ - _________ Fax Number: (780) - ______ - __________ Email Address:___________________________________________________________ Website:________________________________________________________________ Interview Date: November ____, 2007 Do you give permission for the above information to be used in the creation of a community business directory? __Yes __No __Some information (specify what should be omitted)

Grande Cache Business Retention and Expansion Survey

Instructions Thank you for helping with this Business Retention and Expansion survey. This process is a key step in building an effective partnership between local businesses and the community. There are two rules we have for this survey: 1. The “Skip It” Rule – If there is a question that you can’t or don’t want to answer, you can skip it. There is no need to explain your reasons. 2. Confidentiality – All information you provide is confidential. Subject to freedom of information legislation, all information you provide will be kept confidential. All interviewers and individuals involved in the project are committed to this principle. All the responses from businesses will be summarized as percentages or averages in the report, guaranteeing anonymity. After the survey results are compiled, we will develop strategic action plans to respond to business needs, concerns and opportunities to sustain and grow existing businesses and the Grande Cache economy. Copies of the report will be provided to all businesses participating in the survey. Please do not hesitate to ask any questions during the survey process.

Grande Cache Business Retention and Expansion Survey

Confidentiality Agreement Between Interviewer and Respondent I, the Interviewer, agree that all information will be kept strictly confidential and used only in the Business Retention and Expansion project. The person being interviewed is a witness to this commitment. INTERVIEWER: _______________________________________________ (Signature)

November _____2007 (Date)

________________________________________________ (Print Name) PERSON INTERVIEWED: _________________________________________________ (Signature) _________________________________________________ (Print Name)

November _____2007 (Date)

Grande Cache Business Retention and Expansion Survey

Business Profile 1. What year did this business start operating in Grande Cache? Year:__________ 2. Where is your business located? (Select one) __Downtown __Highway/commercial strip plaza __Shopping/strip mall __Home based business __Neighborhood commercial __Industrial Park __Other – Specify:_____________________________________________________________ 3. Under which sector should your business be classified? (Select one) __Agriculture __Forestry __Mining, __Oil & Gas Extraction & Processing __Utilities __Construction __Manufacturing __Wholesale Trade __Retail Trade __Transportation __Warehousing __Information Technology & Services __Banking, Finance & Insurance __Real Estate Brokerage & Management __Professional, Scientific & Technical Services __Educational Services __Health Care & Social Services __Leisure - Arts, Culture, Entertainment, Sports & Recreation __ Accommodation & Food Services __ Public Administration __Other – Specify:_____________________________________________________________ 4. What is the approximate percentage of your business’ total dollar sales to each of the following markets? By “markets,” we mean where customers reside. Within Canada

___ %

Within U.S.

___%

Outside U.S. & Canada

___%

Total Sales

100%

Grande Cache Business Retention and Expansion Survey

Business Environment 5. What is your general impression of Grande Cache as a place in which to do business? __ Excellent __ Good __ Fair __Poor 6. Which, if any, of the following factors do you feel are barriers to the expansion of existing businesses and the development of new businesses in Grande Cache? (Select all that apply). __Utilities __Water/sewage capacity __Water/sewer fees __Availability of natural gas __Land __Serviced land __Development charges __Availability of properly zoned and designated land __Availability of variety of different sized parcels of land __Availability of space for rent or lease __Labour __Availability of skilled labour __Availability of unskilled labour __Availability of training opportunities __Capital __Approval processes __Business taxes __Business insurance __Availability of financing __Transportation __Road & highway system __Air __Trucking & distribution __Public transit __Rail __Other __Resistance from local business __Lack of proactive new business recruitment __Information technology capacity __Security/policing & fire service __Health & medical services __Other â&#x20AC;&#x201C; Specify:_____________________________________________________________

Grande Cache Business Retention and Expansion Survey

Future Plans 7. Within the next 3 years, which of the following do you plan to undertake at this site? (check all that apply) [Go to all appropriate sections] __Remain the Same GO TO 17 __Downsize Staff GO TO 8 __Downsize Space GO TO 8 __Relocate GO TO 10 __Close GO TO 10 __Hire More Staff GO TO 12 __Expand &/or Renovate Space GO TO 12 __Invest in New Equipment GO TO 15

Downsizing 8. Please describe the extent/size of the downsizing. __________________________________________________________________ ___________________________________________________________________ 9. What factors will be responsible for the downsizing? (Select all that apply). __Technological changes in your business __Increase or decrease in market competition __Entered new market __Increase or decrease in market share __ Access to qualified labor __Management effectiveness __Corporate decision or policies __More or less subcontracting and outsourcing __Increase or decrease in sales __New products or services introduced __Local regulations too restrictive __Other â&#x20AC;&#x201C; Specify:_____________________________________________________________ Go to 17

Grande Cache Business Retention and Expansion Survey

Relocating or Closing 10. Why are you planning to relocate or close the business? __________________________________________________________________ ___________________________________________________________________ __________________________________________________________________ ___________________________________________________________________ 11 Where do you plan to relocate this business? __Within Grande Cache __Outside Grande Cache but within the Region: Specify:_____________________________ __Elsewhere in Alberta Specify:__________________________________ __Another Province Specify:____________________________________ __Outside Canada Specify:_________________________________________

Go to 17 Expanding, Renovating, Hiring More Staff 12. Please describe the extent/size of the expansion, renovation and/or staff increase ___________________________________________________________________ ___________________________________________________________________ ______________________________________________________________________ 13. Will your expansion lead to? (Select all that apply) __Additional product line(s) for customers __Additional services for customers __Improved customer service __New imports of goods or services to Canada __An increase in export of goods or services outside Canada __Improvements in productivity __An increase in your need for staff training

__Other â&#x20AC;&#x201C; Specify:_____________________________________________________________

Go to 17

Grande Cache Business Retention and Expansion Survey

Investing in New Equipment 15. What type of equipment are you planning to purchase? (Describe) ______________________________________________________________________ 16. Where will you purchase the equipment from? __From Grande Cache __From outside Grande Cache. Specify:_____________________________________ __Both __Don’t know yet

Business Development 17. What equipment, products and/or services would you like to purchase locally that are now being purchased outside of the area? Equipment:_________________________________________________________________ Products:___________________________________________________________________ Services:___________________________________________________________________ 18. Which of the following would you consider participating in? (These are programs or services that the municipality may be able to support or coordinate). (Select all that apply) __Networking events __Listing in business directories, brochures, maps __Analysis and reporting on the market/economy __Special event organizing & coordination __Marketing on the web __Other – Specify:_____________________________________________________________ 19. Which of the following would your business consider participating in jointly with other businesses in your community? (Select all that apply) __Purchasing from Suppliers __Shipping from Suppliers __Marketing – Promotion, Advertising __Shipping to Customers __Sharing of Facilities &/or site __Staff Recruitment __Staff Training __Mentorship programs – business to business counseling __Facility interior design and layout assistance __General collaboration/networking/information sharing __Other – Specify:_____________________________________________________________

Grande Cache Business Retention and Expansion Survey

Staff Recruitment and Retention 20. How many staff (owners and employees) work at this location?

Staff: ____

21. How many positions in your company are currently vacant? Vacancies: ____ 22. Have you faced problems recruiting sufficient qualified staff for this location? __Yes __No GO TO 26

23. Which staff categories have posed recruiting problems? __ Full-time __ Part-time __ Seasonal 24. What specific positions, skills or qualifications have you had difficulty in recruiting ? ___________________________________________________________________________ 25. What do you feel are the top 3 reasons for these staff recruitment difficulties? __Wages __Benefits __Seasonal Positions - of less interest than year round __Inadequate Housing in Grande Cache __Grande Cache’s remote location __Shortage of skills in this industry in general __Overall shortage of labor in Alberta __Other Specify:___________________________________________________________________ 26 Does your business have difficulty retaining employees? __Yes __No GO TO 29

27. Which staff categories does your business have problems retaining? __ Full-time __ Part-time __ Seasonal 28. What do you feel are the top 3 reasons for these staff retention difficulties? __Wages __Benefits __Seasonal Positions - of less interest than year round __Inadequate Housing in Grande Cache __Grande Cache’s remote location __Shortage of skills in this industry in general __Overall shortage of labor in Alberta __Other – Specify:_____________________________________________________________ 9

Grande Cache Business Retention and Expansion Survey

New Business Prospects 29 Do you know of a business that would have an interest in locating in Grande Cache? __Yes __No

GO TO 31

30 Please provide the contact information for the business. (Complete to extent possible) Business Name:_______________________________________ Contact Person:_______________________________________ Phone Number _______________________________________ Web Site:____________________________________________ ___________________________________________________________________ ___________________________________________________________________ 31. What new businesses would you like to see added to Grande Cache? (List up to 3 specific businesses or business categories) 1.__________________________________________________________________ 2.__________________________________________________________________ 3.__________________________________________________________________

Grande Cache Business Retention and Expansion Survey

Community Services and Assets in Grande Cache 32. On a scale of 1-5, how would you rate the following community services and amenities in Grande Cache? (check one category for each service) 1-Very 2345N/A Poor Poor Fair Good Excellent Child care Public restrooms Recreational facilities and programs Ambulance services Parks and open spaces Sidewalks and trails Fire protection Police protection Roads (i.e. maintenance, signage) Parking Land use planning 33. For those services and/or amenities that you rated as poor or very poor, how could the service be improved? Improved by: Child care Public restrooms Recreational facilities and programs Ambulance services Parks and open spaces Sidewalks and trails Fire protection Police protection Roads (i.e. maintenance, signage) Parking Land use planning 34 What community amenities would you like to see improved or developed? __Walking & bike trails __Public parking __Parks and/or open space __Public cultural facilities – libraries, museums, entertainment centres __Sports or recreation facilities __Farmer’s market and open market __Public washrooms conveniently located __Other – Specify:_____________________________________________________________

35. Please provide any other suggestions to the municipality to help your business thrive. ________________________________________________________________________ 11

Grande Cache Business Retention and Expansion Survey

Retail/Service Sector (To be completed only by respondents in the retail/service sector)

36. What are your top 3 suggestions for improving the retail/service business environment? __Repair or remove â&#x20AC;&#x153;eyesoreâ&#x20AC;? buildings __More and better festivals and events __More niche market specialty shops __More restaurants __More entertainment facilities __More hotels/accommodations __More and better municipal signage __Improved streetscape - benches, lighting, landscaping __Uniform store hours __Extended store hours __More parking __Focused downtown revitalization strategy __Financial support to improve store front facades __Retail gap analysis and recruitment program __Other â&#x20AC;&#x201C; Specify:_____________________________________________________________

Grande Cache Business Retention and Expansion Survey

Tourism Sector (To be completed only by respondents in the Tourism sector)

37. What percent of your gross sales comes from the following categories? (Estimate to closest 5%) (a) Tourist Attraction (incl. admission fees) __% (b) Recreation Activity (golf, boat rental, etc.) __% (c) Professional Services (guide, outfitting, etc.) __% (d) Lodging __% (e) Camping __% (f) Retail Sales __% (g) Food and refreshments __% (h) Other (specify)_________________________ __ % Total 100% 38 What are the advantages to operating a tourism business in this area? (List up to 3) 1.__________________________________________________________ 2. __________________________________________________________ 3. __________________________________________________________

39. What are the challenges to operating a tourism business in Grande Cache? (List up to 3). 1.________________________________________________________ 2. __________________________________________________________ 3. __________________________________________________________

40. What could be done to make Grande Cache a more physically appealing tourist area? (Select all that apply) __Improve highway signage at entrances to Grande Cache __Improve amenities and appearance of roadside rest areas __Provide clean, well-kept & well signed public washrooms __Enforce property standards and/or weed by-laws __Hold more and better festivals and special events __More retail including niche market specialty shops __More restaurants __More recreation and entertainment facilities __More visitor accommodation __Improved tourism information centre __Other â&#x20AC;&#x201C; Specify:_____________________________________________________________