Summary of Consultation Findings

Business Survey Results

As part of the Bonnyville Regional Economic Development Strategy, a Business Satisfaction Triage BR+E Survey was undertaken to understand local business health. Business retention and expansion (BR+E) activities are essential to ensuring business needs are monitored and addressed; however, engagement can be time-consuming and complex. A Triage BR+E Survey was commissioned to engage the broader business community while also allowing for the identification of potential expansion or retention opportunities for follow-up on a business-bybusiness basis. A random telephone survey was conducted with 83 businesses out of an initial sample of 889 businesses. This scientific approach ensures that the results have a high level of accuracy and statistically represents the business community in Bonnyville.

Insights

▪ Overall business satisfaction in the region is healthy at 89%, with 37% very satisfied and 52% somewhat satisfied. ▪ 13% indicate their level of satisfaction is more favourable than 12 months ago, compared to 40% indicating more negative; representing a net decrease of 27%. ▪ Businesses were asked to rate their satisfaction on 14 different factors affecting their business performance. Only 2 of these factors had a satisfaction level of less than 60%. ▪ The factors with the lowest levels of satisfaction were: availability of funding programs for business and property improvement, municipal property taxes, availability of unskilled labour, and development charges/off-site levies. ▪ When considering which factors were statistically most likely to lead to improved business satisfaction, the top priorities were: municipal property taxes, internet service, availability of funding programs for business and property improvement, and cellular phone service. ▪ Addressing these top-priority business factors through review, adaptation, or sustained attention is most likely to lead to higher business satisfaction.

Figure 7: Overall, how satisfied are you with M.D. / Town of Bonnyville as a place to own / operate a business?

52% 37%

As part of the survey, business owners were asked about their future expansion plans. Out of the 83 surveyed, 34 presented an opportunity for intervention – 12 businesses were considering expanding and 22 were considering relocating, downsizing, selling, closing, or had a lease expiring soon (Table 1). This

information has been shared with Bonnyville staff and, in all cases, the follow-up has been made to understand the opportunities and challenges in more detail. Ongoing business retention and expansion surveys (yearly or bi-yearly) is also an effective way to monitor local business performance.

Table 1: Business Triage Results

Future Plans # of businesses

Expansion

12 3 within the next 6 months 9 business in more than 6 months from now

Downsize

Relocate

Sell

7 3 within the next 6 months 4 businesses in more than 6 months from now

4

5 1 within the next 6 months 4 business in more than 6 months from now

Close

4 2 within the next 6 months 2 business in more than 6 months from now

Survey respondents saw the highest potential in the agricultural sector (e.g. farm-to-table, agri-food processing, greenhouse, vertical farming). As Figure 8 also shows, oil and gas extraction was still seen as being critical for the local economy as was an emphasis on manufacturing in that sector. The findings also show strong interest in continued tourism development with activities such as tournaments and spectator events and farm-to-table initiatives being important. The findings also indicate that businesses see renewables, transportation and forestry as having less potential within the region. While those on the lower end of the scale should not be discounted for their potential, the rating does indicate a potential for community resistance to certain initiatives. Should those be pursued, implementation of a communication plan that outlines the rationale as to why certain sectors have been chosen is critical. Bonnyville scored strong but slightly below the ongoing Provincial average for communities on the Community Business Health Index. It outperformed the provincial average on businesses’ ratings of local infrastructure and scored like the rest of the province on local business supports and workforce development. The Net Promoter Score is a representation of the level of positive word-of-mouth promotion of the community. Bonnyville’s Net Promoter Score was +3.6% indicating more positive proponents of the community than negative.

Follow up Questions

All in more than 6 months from now

Figure 8: Potential Industry Sectors

10 –Extremely Interested

1 – Not Interested

Resident Survey Results

As part of the consultation process, the local economic development officer also conducted a resident survey. This survey yielded 126 responses.

Insights

▪ Strengths – The top strengths within the region included lakes (37% of respondents), natural assets and parks (22%) and other outdoor recreation activities (15%). ▪ Opportunities – Tourism was the number one identified opportunity (32% of respondents) followed by oil and gas extraction (22%) and encouraging new business development / a balanced economy (10%). ▪ Desired future state – Residents were clear that they want a more diversified economy (23% of respondents) that is ‘thriving, growing and prosperous’ (22%). ▪ Barriers to business development – When asked what factors were holding residents back from starting their own business, the number one response was ‘not enough start-up capital’ (23% of respondents) followed by the ‘small market/audience in the area’ (18%). ▪ Desired actions – Residents were clear they want more actions related to tourism (14 responses) and more outdoor activities, entertainment, and events (5 responses).

Themes from Stakeholder Consultations

Beyond the surveys described above, extensive consultations involved stakeholders in the region, including three community/industry workshops, six advanced reconnaissance interviews, and an initial workshop with the Regional Economic Development Committee.

Insights

▪ Need for economic diversification: As already highlighted, economic diversification is a core priority of this Plan and was echoed in stakeholder feedback. Participants stated they were getting tired of the cyclical ebb and flow of the oil and gas sector and were highly concerned over the industry’s long-term future. More diversification into sectors such as agriculture, tourism and renewables should have started several years ago, and need to be immediately addressed within this strategy. ▪ Leveraging natural assets is vital for economic success: A clear theme that emerged was the need for the Town and M.D. of Bonnyville to collaborate better to leverage and promote the numerous natural features within the region. Assets such as the 80+ lakes, the Iron Horse

Trail, and municipally owned campgrounds were seen as being critical.

Activities such as hunting and fishing were identified as having potential for expansion. ▪ Building a thriving and robust tourism sector – Stakeholders highlighted the bold steps the M.D. has already taken in developing this industry with the Kinosoo Ridge Master Plan. Additional opportunities were identified, such as growing sports tourism, supporting cottage development, and working with indigenous partners to build cultural tourism activities. There was broad consensus that collaboration, both on product development and marketing, is critical to stimulating further growth in this sector. ▪ Excellent opportunity to expand the agriculture sector – As one of the largest rural municipalities in Alberta, stakeholders saw potential in growing and diversifying the agricultural sector into areas such as hemp, food and beverage processing, slaughterhouse facilities and experimenting with other crop rotations. COVID-19 has highlighted a shift in consumer preferences towards a more locally sourced and ethical food supply chain. Activities to boost value-added production were seen in a favourable light. Additionally, linking the agriculture sector with farm-to-table initiatives within the tourism sector was identified as another viable step forward. Partnership with organizations such as Community Futures is vital in advancing these opportunities.

▪ Mobilizing the workforce – Improving job opportunities within the region was another opportunity that was raised by stakeholders. With a sharp decline in the oil and gas sector’s economic performance, the M.D. and Town need to devise a way to help the recently unemployed upskill and reskill to keep talent locally. There is potential to engage with local education institutions to establish training programs that are tailored to local needs and work with regional bodies such as

Community Futures to increase the awareness of business skill training workshops. Mobilizing the workforce does not only mean keeping or transitioning talent locally but also refers to talent attraction activities. Feedback from a stakeholder interview with the operator of a major local oil and gas firm revealed the current challenges in attracting new talent to the Bonnyville and Cold Lake area. Geographic remoteness, poor physical infrastructure and a perception of limited recreational activities were among some reasons identified preventing talent from relocating locally. However, as

COVID-19 increases the attractiveness and ease of remote learning and work placements, the Town and M.D. of Bonnyville could explore ways to improve its overall attractiveness to this new market segment. ▪ Capitalizing on the proximity of CFB Cold Lake – Bonnyville’s proximity to CFB Cold Lake and

National Defence Canada’s implementation of the Future Fighter program was identified by stakeholders as a huge opportunity not being fully realized. Local businesses require more support to bid on and win the smaller procurement contracts that are being released from the base.

Community Futures highlighted work underway and the potential for the M.D. and Town to assist in promoting some of these resources.