BUSINESSMaTTERS T H E
G R E A T E R
V I C T O R I A
C H A M B E R
O F
C O M M E R C E /
MARCH 2011
The Kn owl to Gro edge From t w. he Who K People now.
INFRASTRUCTURE
RENEWAL WHERE’S THE MONEY COMING FROM?
ENGAGE YOUR EMPLOYEES
BUILD A STRONGER BUSINESS
GETTING TO KNOW: THE TECH SECTOR
BUSINESSMaTTERS Comment from the Chair: Dave Marshall
Municipal Responsibility for a Vibrant Economy
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conomists and federal and provincial finance ministers are projecting continued GDP growth across our economy. However, their projections are modest and carry cautionary notes regarding conditions outside of our direct control, most notably the direction of the US economy. The provincial government’s February budget forecasts BC’s GDP growth at 2% in 2011, though the Economic Forecast Council forecast is more positive at 2.7%. The good news is that we continue to recover from the recession, though at a pace that requires us all to remain diligent – seeking new opportunities to create wealth and employment while remaining cognizant of the full range of economic factors that affect success. Successful business owners and managers must be both vigilant and nimble. This is especially true for small and medium-
sized enterprises, businesses that employ 85% of all people in British Columbia and contribute most to the economic health of local communities. They maintain a constant eye on both revenue and expenses, are creative, and continuously seek to both increase revenues and minimize costs. These are factors that are within our control – so control them we do.
There are also business costs and business environment issues that are outside of our control. Tax increases and regulatory changes that drive expenses are two factors that fall into this category. Because provincial and federal tax systems are largely revenue based – income tax for individuals and corporate tax for companies – business owners can predict and cater for those expenses. However, the municipal tax system is not revenuebased. Rather, taxes are based on municipal needs (or wants) and the level of tax allocation is derived primarily from property value assessments. This means that taxpayers are most vulnerable to increases that are both difficult to gauge and are largely outside of either a resident’s or business owner’s substantive control. Given this reality, it is important that taxpayers clearly understand the municipal tax system, that our municipal leaders be highly transparent in their budget and tax deliberations, and that they ensure that tax decisions reflect taxpayers’ ability to pay. Now and
in the years to come. Municipal leaders must also have a clear appreciation of the impact of taxation decisions on our local economic investment environment, our ability to retain entry and mid-level workers in our region, and our overall quality of life. While at first blush this may sound like business “singing the same old blues about taxes”, it is a fundamental truth that business – not government – creates the collective wealth that supports healthy, vibrant communities. It is equally true that the end consumer invariably pays for tax increases. (These end-consumers are not mythical people who live “somewhere else” – they are at the same time employees and residents of the taxing municipalities). As business costs rise, so do consumer costs, which simply increases the cost of living. And, in the ensuing cycle, such increases put even greater pressure on taxing authorities. The vicious cycle must be broken. Costs – especially systemic, ongoing costs – must be reined in, even if it means taking tough, unpopular decisions. There are many significant and immediate cost pressures, all of which must be supported by the same taxpayer. These include rapid transit, sewage treatment, a potential rail crossing on the Johnson Street Bridge, adequate policing, and ongoing concerns over downloading and the associated social issues. Such expenses are “pocketbook” issues that will affect each and every one us. This is why the Greater Victoria Chamber of Commerce is seeking a more transparent conversation on regional and municipal taxation. And this is why your Chamber Board and Staff are working
hard to understand the broader issues, to influence taxation decisions, and to keep each of you – business and resident taxpayer alike – informed of our regional fiscal situation. Please join us in this effort.
Advertise in Business Matters Business Matters is a key business resource that is targeted and distributed to over 10,000 business owners and decision makers of our community. To advertise in Business Matters, Contact Us At: The Greater Victoria Chamber of Commerce #100 – 852 Fort St. Victoria, BC V8W 1H8 (250) 383-7191 chamber@gvcc.org
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Table of Contents
Infrastructure Renewal: Page 4
March/April Events: Page 11
New Members: Page 14
Member News: Page 7
Greater Victoria Development Agency: Page 12
Keep Your Eye on the Issues: Page 17
Engage Your Staff: Page 8
Prodigy Group: Page 13
Get to Know: Page 18
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INFRASTRUCTURE
RENEWAL
WHERE’S THE MONEY COMING FROM?
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he volume is increasing over concerns about municipal financing sustainability. Tax payers in all class categories are on the same page – taxes simply can’t continue to rise at 3 to 5 percent per year, or even more in some cases. People’s incomes and ability to pay are not keeping pace. Something has got to change. But where are the cost escalations coming from?
Federation of Canadian Municipalities (FCM) pegs the deficit at $123 billion. This figure is for the needed replacement and maintenance of existing infrastructure. It does not include the need for building infrastructure capacity, which has been estimated to be an additional $115 billion in new investment. TD Economics estimates that the infrastructure deficit is growing at a rate of $2 billion per year.
Certainly the requirements of collective agreements put continual upwards pressure on municipal costs, and there are questions to be asked and answered on whether the
The FCM report notes that the infrastructure deficit problem is exacerbated by the changing structure
However, a big and growing area of cost escalation is with municipal infrastructure. staffing levels in our city and town halls are really necessary. As with any business, municipalities need to ask whether there are operational cost savings to be found. Is there a need to get back to basics in program and service delivery and cut down on costs? However a big and growing area of cost escalation is with municipal infrastructure. Councils need to replace older water mains and sewer systems, deteriorating roads and bridges, and aging recreational and civic facilities. Further, it’s not just replacement that is needed. In most urban centres it is also expansion or enhancement of existing capacity as the country becomes more urbanized than ever before. As the demand for infrastructure increases, so do the costs. And it has all happened against the background of senior levels of government pulling away from funding municipal infrastructure. The problem has been long in the works, and is now getting to a point that many refer to as a crisis. How Big is the Problem? An extensive review of municipal infrastructure deficit done in 2007 by the
of infrastructure financing. In the 60s, the federal, provincial, and municipal governments controlled 23.9, 45.3, and 30.9 percent of the national capital stock respectively. Since then, responsibility for infrastructure capital has shifted heavily to municipalities, with now over 52 percent of all infrastructure being their responsibility. However, funding capacity has not shifted. Thus, municipalities have tended to defer maintenance costs on the increasing amount of infrastructure in order to keep up with operational increases. The introduction of the federal gas tax funds allocated to municipal infrastructure spending has been helpful as it provides predictable and long-term funding in support of municipal infrastructure. However, the full amount of the fund is $2 billion per year, which according to TD Economics calculations, can keep the growing deficit at bay, but is not a full solution to solving the problem. The issues related to the infrastructure challenge are more than just aesthetic and quality of life concerns. The Conference Board of Canada stated in a 2005
report that more than 80% of foreign multinational executives surveyed indicated that the poor state of business infrastructure adversely affected Canada as a destination for foreign direct investment and that one of the key concerns is the state of the country’s physical infrastructure. Clearly the problem needs to be addressed aggressively and it needs the attention of all levels of government. Can we get Creative? The budget problems for municipalities are not something that is going to be solved quickly. It is clear that continued tax increases are simply unsustainable, which suggests that a broader change to the way that municipalities are funded is a more feasible long-term solution. But getting to that solution may require a complete restructuring of federal, provincial and municipal taxing structure. It is clear that such a complex solution will be quite arduous in the making and may even relate to constitutional jurisdiction. This is not a solution that will be developed any time soon. But the problem of municipal infrastructure deficit and maintenance cannot wait. Municipalities need to find creative solutions for the short and perhaps medium terms. The good news is there are a few different options that are open to municipalities outside of increasing taxes. Alternative Service Delivery Alternative Service Delivery (ASD) is a process of governance and delivery of services that shares responsibility with the not-for-profit and private sectors, and in some cases, other levels of government where it makes sense to do so. ASD covers a wide range of delivery approaches focusing on providing the best value for tax dollars. It promotes opportunities that maintain or enhance service levels, derive financial benefit through cost reductions or avoidance of capital costs, and increases private-sector involvement so government can focus on core business priorities. There are different examples of ASD options including direct delivery of government services or programs through nongovernment actors, such as not-for-profit organizations or business partners through contracted agreements. We see a number of these partnerships at the provincial and federal levels. Employment programs
offered through a network of of not-forprofit and business providers throughout the province come to mind. At the municipal level, services such as waste management could be one considered for ASD. Public-private partnerships (P3s) are another form of ASD, often used for larger projects like infrastructure development where the expertise of the private sector and their ability to take on the risk of cost overruns in an exchange for an appropriate allocation of reward is possible if desirable. We have not seen many P3s in our region at the municipal level, but there are close to twenty major construction projects either completed or underway in the province that were delivered under a P3 contract, including the Royal Jubilee Hospital Patient Care Centre. The possibilities of ASD, both in program and service delivery, and the project components of larger infrastructure projects facing our region should be seriously considered. Councils may find that there are ways to curb costs, minimize risks, and maximize outcome potential if they look at problems through a new lens. Naming Rights/Sponsorships Infrastructure needs for municipalities are broad in description. Some are the unseen but very necessary infrastructure services of water mains, sewage systems, sidewalks and roads. These municipal basics do not draw a lot of attention but they do take up a lot of resources to build and maintain. Given that we are a region with municipalities celebrating and passing their centennial and even 150th anniversaries, replacement costs of basic infrastructure are imminent. Other municipal infrastructure needs are more high profile, such as recreation centres, libraries, bridges, and parks. These types of infrastructure offer an opportunity for revenue generation through the sale of naming rights or time-defined sponsorships. Naming Rights and sponsorships are financial agreements to name a property in exchange for a specified amount of money for a stated period of time. Professional sports facilities offer numerous examples around the world of naming rights agreements for a limited period of time, with the length of time being
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a part of the naming agreement between the two parties. Another interesting trend has been the acquisition of naming rights from not-for-profit organizations, educational facilities and other groups outside of the private sector by private sector companies. Naming rights and sponsorships is a subject that is fraught with emotion due to distinct philosophical perspectives. But it is nothing new and it has been used many times across the country.
There is no reason that examples like this could not extend to municipal infrastructure. Could there have been a possibility of having a sponsor for the Johnson Street Bridge, or at least for the rail portion of the bridge? Perhaps the 12 million for the rail could have been secured through a naming agreement with a likewise successful local entrepreneur or with a well respected corporation. We don’t know and it was never explored as a possibility.
While the idea of putting a company’s name on a piece of infrastructure is sure to bring a heated debate, the reality is that it allows for many projects to get off the ground that may not have been possible without innovative financing. And in the long run, it works. There does not seem to have been ongoing concern or strife with the names of Rogers Arena (formerly GM Place), the CN Tower or Air Canada Centre for example. Rather these structures and their names simply become a part of the landscape.
Some Canadian municipalities are exploring these areas as a way to either diminish their costs or find alternative forms of revenue. In November 2006, Vancouver City Council approved the Naming Rights Policy for Civic Community Facilities. The policy includes guidelines and a decision-making framework to consider naming requests for City owned buildings and facilities and a provision requiring each naming proposal to apply for a Sign By-law amendment to be considered at Public Hearing.
In our own region, we have a couple of examples of naming rights in the education industry that have turned out well. The University of Victoria has had two high profile agreements in the last few years. The first was in 2007 when local entrepreneur Bob Wright donated 11 million to the University of Victoria. With a love of the sea and a history of business in maritime ventures Mr. Wright donated $10 million to help fund the building of the Ocean, Earth and Atmosphere Sciences Building with the remaining million dollars funding student scholarships. Then in March of 2010 Peter Gustavson, founder of Custom House and head of Gustavson Capital Corporation, donated $10 million to the University of Victoria. Gustavson, another high profile and successful entrepreneur, has been a longtime supporter of the UVic commerce program, employing many students in coop placements and further into full time work after school. Partnering with the university was a good fit for Gustavson. In exchange, the university renamed the faculty to the Peter B. Gustavson School of Business - an appropriate recognition of Gustavson’s contribution to the community.
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The Naming Rights Policy enables Vancouver to grant the right to name a piece of property or portions of a property usually in exchange for financial consideration. The policy is intended to balance public and private interests by encouraging philanthropic giving while acknowledging public investment in, and ownership of civic community facilities as well as the public realm. These are only two examples of creative financing that our region could consider. There may be more. An Unsustainable Path The Chamber doesn’t know what the answers are to the funding challenges faced by municipalities and the growing infrastructure deficit, and we are not claiming that there is a silver bullet answer through alternative forms of revenue generation. We are suggesting however that there are many more solutions to the problem than simply continually increasing property taxes. We believe that those questions should be asked and more options explored because it is clear that the path we are on is unsustainable.
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MEMBER NEWS
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Thirty-five years after launching one of Canada’s largest co-operative education programs, the University of Victoria is celebrating its 60,000th co-op placement. Co-op plays a major role here on campus and in our communities. By alternating their academic studies with paid work terms related to their area of study, co-op students put their learning in motion, gain valuable hands-on experience and contribute to the economy, while employers benefit from short-term assistance and often use co-op as a recruitment tool. One in four UVic students participates in co-op and more than 2,600 placements
are completed each year. 1,163 different employers hired UVic co-op students in 2010 and 48 per cent hired more than one student. Seventy-four per cent of placements were made in BC, while 19 per cent were made across the rest of Canada and 6.8 per cent were made internationally. Placements were generally balanced between the private and public sector. UVic’s Co-op Program was established in 1976 in the Departments of Chemistry and Physics. The program secured 58 placements in its first year; today it includes 13 co-op offices that provide opportunities for students in 47 academic areas. The British Columbia Environment Industry Association (BCEIA) has released a new Self Audit tool that will allow generators, transporters and processors of Hazardous Wastes to audit their own compliance performance relative to Ministry of Environment regulations. BCEIA developed the Hazardous Waste Self Audit Program in cooperation with the BC Ministry of Environment (MoE). It includes a series of Self Audit Checklists allowing industry stakeholders to measure their own compliance performance. The BCEIA Audit Program is designed to encourage the proper management of hazardous wastes by those companies that generate, handle, transport, recycle, treat and dispose these materials and to promote full compliance with the BC Hazardous Waste Regulations (HWR). A number of workshops and seminars are being planned in order
to help industry groups to better understand the importance of being in compliance with Ministry regulations. Information on these courses and others can be found at www.bchazmat.com or by phoning: 250-656-3382 The Self Audit Protocol and associated checklists are available for download at www.hazwastebc.com. The audit tool was put together with the assistance of several companies including BCHazmat Management, SeaSpan, Hemmera, SLR, Newalta and others. Ideba Marketing Inc. is pleased to announce the hiring of Erin Sullivan as Director of Client Services and Stephanie Vanterpool as Research Director. Sullivan will be working across Ideba’s technology client base that includes Tektronix, Inc.; Symantec Corporation; Fios, Inc.; and WatchGuard Technologies, Inc. She will also be working closely on Ideba’s partnership with the UVIC School of Business, in regard to future hiring strategy, support for UVIC programs and events; and joint efforts as partners in the Marketing Central, Victoria initiative.
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ENGAGE YOUR EMPLOYEES Susan Low on why it’s essential if you want to build a stronger business
ver feel like you are herding cats when you try to get your employees to help out with projects around your business?
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efforts help the overall goal. You don’t have to provide them with detailed financial statements; just share a limited snapshot of the business.
It’s common among business owners and managers to avoid engaging frontline or entry-level employees in projects outside of their job
It’s good to share some things. Sharing financial information, at any level of detail, means trusting your employees. If you really don’t feel that
The most effective businesses share enough information so that staff understand how their efforts provide value. description. This happens for a lot of reasons: you want your employees to focus on the customer; you don’t think your employees care as much, or will do as good a job as you would; and maybe you just don’t know what to ask people to do because you’re still learning yourself. There are also good reasons why you should get better at engaging your employees to help with projects to improve the business. First, it is motivating for people to feel like they are contributing to a team goal. Also, the eyes and ears of your business are out there on the front-line, and that input can be crucial to making decisions. Finally, you as the business owner need to ask – and accept – help from your employees, to prevent burning out from stress and too much work. Share your goal, and how you plan to get there. Communicate your hopes and goals for your business to your whole team. This might mean telling people what your monthly or annual sales are when in the past you kept this information private. But keeping people in the dark does not motivate them – it alienates them. People want to feel like they are part of a group effort: they will work harder and smarter when they know how their
you can trust your team to keep your confidential information private, I urge you to address that issue before anything else. Ask yourself why you don’t trust them: have you been burned in the past? Do you believe that discussions about money are not appropriate with certain people? Is it certain employees that you are not comfortable sharing with? There is a happy medium for each business, somewhere between total disclosure and absolute lockdown.
implementing a new piece of software or time-tracking tool that might seem like extra work for your employees at first, explain what the return on investment will be for your business and for them. If there isn’t a clear benefit for employees, and you really are making more work for them, make sure you provide some other kind of encouragement or reward. For many people, a big part of their job satisfaction comes from serving and helping customers. If you can show that a change in the business will let them serve and help people better, it may win their support. Be clear about the difference between “involving” your employees and “empowering” them What are your boundaries? There are different levels of involvement, and you (or your staff) might not be ready for fully empowering employees to make decisions and drive projects within your business. Begin with understanding your own readiness and interest in delegating projects. Are you asking for your staff input
because you want them to help make the decision and do the work, or are you just asking to make it seem like you’re involving your staff? Be honest with yourself, and then be clear about how you communicate with your staff. If you ask people to collaborate with you, it sets up an expectation that their input will influence decisions. If then you make a unilateral decision that disregards their input, expect people to feel angry and be less interested in helping next time. Ask yourself what level of readiness your staff has for taking on projects. You can’t “empower” people to take on tasks and projects if you’ve never involved them in any kind of planning in the past. If you have always provided full control and direction over all your employees’ actions, you cannot pull back and expect your employees to take full responsibility for a task. They simply won’t believe that you trust them, and they lack the skills to work independently. Begin with small moves: consult them on a decision, share your reasoning, and
The most effective businesses share enough information so that staff appreciate and understand how their efforts provide value and have an impact on the big picture, but not so much information that employees are distracted or worried about things outside their control. The bottom line is: you must be able to trust your employees to be a loyal part of your team. If you can’t, then you will find engaging your employees very difficult. Employees want to know they are important to you. Make it clear how employees’ efforts will make a difference to your business. If you are going to rearrange your shop, share with them how that will increase sales. Their creativity and hard work shifting things around will make the business more successful. If you are
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then review the results with them. Then ask them to do research or contribute ideas to a new project. Move slowly – over several months or years – until you and your staff are comfortable with sharing decision-making, and have built up a track record of trust and success. People differ in how much involvement they want in their workplace, and what they’re ready for. Some people will seek out opportunities to be involved while others would rather just do a good job of their regular job description and leave it at that. If I can generalize, I’d say that many workers in the Millennial generation (born after 1981) expect to be included in things, but aren’t always ready for the responsibility that entails. Don’t dismiss this eagerness as being over-ambitious: work with their natural curiosity and give them progressively more leeway to exercise judgment. The desire to be involved and work on special projects is something you should look for when you hire people for your business. Get everyone on the same page at the beginning When you have a team that is ready to take on special projects, provide a good structure to make sure that the results match what everybody expected. Begin by explaining the general intent of a project and the
results you hope to achieve. Ask your team to then reflect back to you what they understand about the project. Once there is common understanding, you can move into more specific planning. Script the first and final moves When it comes to specific task planning, you want to strike a balance between providing enough structure to make sure the work gets done, while not micro-managing people’s efforts. Micro-managing takes up a lot of your energy, so why bother delegating if you’re going to try to control every move? Give people their first move and tell them the final move, and ask them to plan out the in-between steps using their common sense and judgment. A good conversation to have includes the questions “what will this look like when it’s done?” and “what is the first thing we need to do to get started?” By scripting out the beginning and end points, people can perceive the goal as something possible (because the first step is clear and do-able) and more achievable. If you cannot clearly define what the end point is, you need to make your project smaller before giving it to your employees.
in getting your employees engaged. If you started a project and found that your staff didn’t do anything, ask yourself what you could have done better. If you have a success, even a small one, examine that “bright spot” for what was happening. Were the conditions good? Was it the right time of year? Was there a staff person with a particular talent? How can you replicate these conditions for the next time you want to engage your employees? Plan your celebration up front Before you kick off any new initiative, decide how you are going to measure success and how you will celebrate. Everyone involved needs to know “what’s in it for me?” Pizza parties or bringing in a homebaked treat are surprisingly effective at bringing teams together. Maybe it’s a Canadian thing: we like to celebrate in kitchens! Chaining together a series of completed goals builds a culture of success, and that translates to employee loyalty. Customers can sense that team spirit in a business, and it builds customer loyalty. Over time, if you work towards engaging your employees more deeply, your business will become stronger and more profitable.
Be realistic about what you can accomplish – narrow the options on your to-do list Can you expect your employees to re-engineer your whole business process, while also dealing with the ongoing demands of their regular jobs? Of course not. It often takes much longer to change or improve a business than you want it to, or perhaps have time for. In your own planning, as the business owner, you need to pick just one or two projects Invite our signature party trays at a time to work on. Otherwise you risk having your staff become overwhelmed. to your next office gathering.
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Keep track of what works – and doesn’t – so you learn about employee engagement. Use periodic reflection exercises (a journal, a blog, a discussion with your spouse) to think about what has worked or failed
Directis Consulting helps business owners build strong, resilient enterprises. Susan Low uses visual planning techniques and collaborative tools to engage teams in business improvement projects. Visit Directis online at www.directis.ca.
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BUSINESSMaTTERS
MARCH & APRIL EVENTS Tuesday, March 3 CEO Coffee Hour 8:30am – 9:30am Hosted by Ross Place Retirement Resort, 2638 Ross Lane Members Only Please Wednesday, March 9 Business Leaders Series Sponsored by Rogers Communications Dr. David Turpin, President & ViceChancellor University of Victoria 11:30am - 1:30pm Hosted by Harbour Towers, 345 Quebec St. Thursday, March 10 Prodigy Group March Mingle 5:30pm – 7:30 pm Hosted by Ballet Victoria, 643 Broughton St. Members & their guests only please Friday, March 11 Business Leaders Series Sponsored by BC Hydro Mr. Pierre Guimond, President & CEO Canadian Electricity Association Hosted by Delta Ocean Point Resort & Spa, 45 Songhees Rd. Members & their guests only please
Wednesday, March 16 Business Education Series Sponsored by Sector Learning Solutions Change Leadership Essentials Office 2010 – What’s in it for Me? 11:45am – 1:15 pm Chamber Office 100-852 Fort St. Thursday, March 17 Business Mixer 5:00pm – 7:00 pm Hosted by The Soda Shoppe, 801 Government St. Members & their guests only please Wednesday, March 23 Business Education Series Sponsored by Sector Learning Solutions Hiring Employees – What Every Employer Should Know 11:45am – 1:15 pm Chamber Office, 100-852 Fort St. Monday, March 28 & Tuesday, March 29 Boot Camp for Board Members Sponsored by the United Way of Greater Victoria 8:00am – 4:30pm Hosted by Harbour Towers Hotel & Suites, 345 Quebec St.
Thursday, April 5 CEO Coffee Hour 8:30am – 9:30 am Hosted by Maritime Museum of BC 28 Bastion Square Members only please
Thursday April 14 Prodigy Group April Mingle 5:30pm – 7:30 pm Hosted by Bard & Banker Scottish Pub 1022 Government St. Members & their guests only please
Wednesday, April 6 Business Education Series Sponsored by Sector Learning Solutions Conflict Resolution for Small (and Big) Business 11:45am – 1:15 pm Chamber Office, 100-852 Fort St.
Tuesday, April 19 Greater Victoria Business Awards 6:00pm – 10:00pm Hosted by the Victoria Conference Centre, 720 Douglas St.
Saturday, April 9 Prodigy Group Amazing Race 11am - 6pm Downtown location TBA. www.prodigygroup.ca Wednesday, April 13 Business Education Series Sponsored by Sector Learning Solutions Twitter Success Strategies – Beyond the Basics 11:45am – 1:15 pm Chamber Office, 100-852 Fort St.
Thursday, April 21 Business Mixer 5:00pm – 7:00 pm Hosted by Torbram Electric Supply, 2550 Turner St. Members & their guests only please
The Greater Victoria Chamber of Commerce #100 – 852 Fort St. Victoria, BC V8W 1H8 (250) 383-7191 chamber@gvcc.org
STABILITY, GROWTH AND A GOOD RETURN ON INVESTMENT Situated in BC’s provincial capital in a city known for its entrepreneurs and thriving technology, marine, health and tourism sectors, the Victoria Conference Centre is a perfect global business destination. At the VCC we partner with you to ensure that your business objectives and the needs of your delegates are met through the planning and execution of a flawless conference programme or business meeting. The VCC hosts over 230 events a year and delivers over $60 million into the local economy annually. COME FOR THE CONFERENCE. Return to live and invest in Victoria. 720 Douglas Street Victoria, BC Canada | 1.866.572.1151 or 250.361.1000 | www.victoriaconference.com
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vacancy rates were in the teens. Our community was focused on just a couple of industries and the common wisdom was that our young people had to leave to find economic opportunity.
The GVDA’s Economic Development Officer, Sasha Angus
T
he region recently hosted the Federation of Canadian Municipalities’ annual sustainability conference, the first time that the event was held outside of our nation’s capital. The conference brought together elected officials, civil servants and industry stakeholders from across the country to look at how our municipalities become more sustainable, from an environmental, social and increasingly, from an economic point of view. During the conference, Corporate Knights, a well-known national publication that focuses on corporate and social responsibility named Victoria the most sustainable small municipality, equaling Vancouver in our efforts. This is well-deserved praise for a community that embraces sustainability in all its aspects, but it is something that we must continue to pay close attention to in the years to come. It was not so long ago that our community did not enjoy such conditions. Unemployment was higher than both the provincial and national averages, average incomes were just over $21,000 per year in the mid nineties and commercial
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Thankfully, during the course of the conference, another announcement was made, one, which has the opportunity of marrying the quality of life that we all enjoy with a quality of opportunity for current and future generations. The City of Victoria, City of Vancouver and City of Seattle signed a letter of intent to help establish the Cascadia region as a world-class destination for sustainable development and green innovation. Together, the three cities, in collaboration with industry and academic stakeholders will conduct activities and provide strategic advice on research, education and awareness and establish new partnerships and network development between the three locals. In addition, the region will look at jointly branding and marketing the Cascadia region with the goal of creating new business development opportunities and securing additional investment in our community. As regional, national and global demand for green innovation increases, the expertise and technologies that will be developed and retained in the Cascadia region through this collaboration will provide new export and employment opportunities. For more information on the region’s economy, please visit the Greater Victoria Development Agency at www.gvda.ca or call Sasha Angus, our region’s Economic Development
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“Any small business would feel better about doing their part for the environment.” -Lisa and Chris Warke, Owners of Spin Coin Laundry, Sidney
When we learned about the CRD’s program to audit our water consumption, we jumped at the opportunity. Making small changes, like educating our customers on the benefits of using our larger machines and switching to cold water washing for our drop off services, has resulted in both water and energy savings. We’re a small business and we run the business to make a profit, but we’re a family business too. We believe in setting a good example for our kids by being green at work as well as at home. To find out how you can save like Lisa and Chris, visit www.crd.bc.ca/wateraudit
www.crd.bc.ca
www.prodigygroup.ca Prodigy Group’s 4th Anniversary January 13th celebrated the 4th anniversary of the Prodigy Group, as 120 members filled the Ambrosia Conference and Events Centre to connect and socialize in style. This group of motivated, emerging leaders began to give access to business in Victoria, and to network with like minded individuals. 4 years later, Prodigy has gained momentum and now boasts over 325 members, representative of a variety of industries and sectors. It is quickly becoming the group to be a part of if you seeking opportunity and connectedness in Victoria. “It is an honour to be amongst such passionate people, and I am excited to be part of furthering leadership in Victoria,” says 2011 Prodigy Chair, Janell Karst. One of the highlight’s of January’s Mingle and Anniversary celebration was the presence of Victoria’s Mayor Dean Fortin. “The Prodigy Group and it’s members are an important part of the professional community in Victoria. As the City launches our economic development strategy, I hope that the members plug into the project and contribute their skill, enthusiasm, and experience.”
Connecting emerging community leaders with community issues and opportunities The Prodigy Group is committed to being an active and engaged community member. Community Connections offers Prodigy Group members opportunities to volunteer within our community. We strive to find our members quality volunteer roles that enable them to apply their skills as young business professionals while giving back to our community. Looking for Volunteers? If you are an organization interested in getting a skilled young professional to volunteer for your organization, access our Community Connections program by describing your volunteer opportunity and emailing it to CommunityConnections@ ProdigyGroup.ca. Volunteer opportunities will be vetted by our committee before being forwarded to our members. We are pleased to post volunteer positions that make the best use of our members’ professional skills and provide them with personal and professional development opportunities and increased community connections. More information online at www.prodigygroup.ca.
... n i you e r ship’s com
Special Events The Prodigy Group hosts a series of special events each year to offer networking opportunities in fun and relaxed settings. These events are a great opportunity for up and coming leaders to share our areas of expertise, give back to our community and help raise funds for local charities. Email specialevents@prodigygroup.ca for more information. The Prodigy Group Amazing Race Saturday April 9, 2011
NOT ALL EMPLOYEE BENEFIT PLANS ARE WHAT THEY’RE CRACKED UP TO BE.
your first event at sea is just a cab ride away. imagine simply hailing a taxi from ogden Point at the end of your next business or family event. as vancouver island’s largest cruise agency, expedia cruiseshipcenters enjoys preferred relationships with major cruise lines, so we’re pleased to offer local disembarkation with huge savings in both time and money.
Erik Ages
250.883.3118 CONFERENCE & EVENT SPECIALIST
Janet Maxwell
consider a spectacular west coast sailing for you or your company’s next special event. we’ll get you there and back again, on time and on budget.
SEE WHY WE’RE
for event and group planning, please contact erik ages. for individual travel, contact janet Maxwell and her team of destination specialists.
Robert Jack Jack Insurance & Financial Services #201, 1137 Yates Street, Victoria, BC P: 250.383.9866 | F: 250.383.6241 rob@jackinsurance.ca
250.477.4877 DESTINATION SPECIALIST
www.cruiseshipcenters.ca
FIND OUT WHY OVER 25,000 BUSINESS OWNERS SELECTED THIS PLAN!
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NEW MEMBERS Backfit Spinal Health and Fitness Our office offers a variety of services to rehabilitate your spine including consultation, examination and treatment options as well as participation in our (complimentary) weekly workshops. p: (250) 477-8143 e: info@backfit.ca w: http://www.backfit.ca
Better Choice Staffing Ltd. Better Choice Staffing is a locally owned and operated employment agency offering personalized support to local businesses requiring staff on a temporary or permanent basis. p: (250) 590-5120 e: anna.smith@betterchoicestaffing.com w: http://www.betterchoicestaffing.com
Capital City Boxing Inc. Hit to Fit is based on high-intensity interval training (HIIT) and the best that boxing training has to offer. We improve performance and weight loss with short training sessions.
Discovery Insurance & Financial Services Discovery Insurance and Financial Services Ltd. We offer a full array of services including auto, home life & disability insurance as well as RRSP’s, RESP’s & TSFA’s. p: (250) 592-4887 e: edney@discoveryinsurance.net w: http://www.discoveryinsurance.net
Evoshift Communications Inc. Evoshift offers high-speed internet and telephone services through their own network so small and medium sized businesses the ability to access large corporate-like telecom services and applications. p: (250) 891-4121 e: sales@evoshift.com w: http://www.evoshift.com
TM
p: (250) 386-8269 e: sandy@hittofit.com w: http://www.hittofit.com
HeavyLifters Network Ltd. Mobile app development specializing in catalogs, associations, multilocation businesses and other database applications for iPhone, iPad, Android and other platforms. p: (250) 940-9090 e: rick@heavylifters.com w: http://www.heavylifters.com
CGI Information Systems & Management Consultants CGI is a global information technology and business process services provider with 31,000 professionals in 125 offices, using technology to address business problems, delivering consulting, systems integration and outsourcing services. p: (250) 978-5402 e: janell.karst@cgi.com w: http://www.cgi.com
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Hillco Holdings Ltd. p: (250) 532-0805 e: grahamhill@hotmail.com
Ideation + Persuasion Darren Warner’s Creative Direction, Brand Design, Marketing Smarts. Strategic thoughtfullness, abundant ideation & engaging application. That’s what you get. And of course, results. p: (250) 891-3242 e: dwarner6@telus.net w: http://www.dwarner6.com
It’s Just Lunch Dating & matchmaking service for busy professionals. p: (604) 633-9880 w: http://www.itsjustlunchvancouver.com
Jade Victoria Come experience one of the world’s largest selections of Jade, BC’s provincial gemstone. Just two minutes from the Inner Harbour, find carvings, crafted jewellery and one-of-a-kind scupltures. p: (250) 384-5233 e: victoria@jademine.com w: http://www.jademine.com
JC Scott Design Associates Interior design of residential, retail, institutional, offices and hospitality projects in British Columbia. p: (250) 385-9545 e: info@jcscott.com w: http://www.jcscott.com
KoKo Boutique KoKo Boutique is the spot for women’s shopping with a wide range of shoes, purses, jewellery and accessories, from casual to dressy clothes, a one stop shop for everything. p: (250) 588-9288 e: kokoboutique@hotmail.com w: http://www.kokoboutique.com
La Societe francophone de Victoria La Societe francophone de Victoria offer employment services to help French speaking people to find a job and also organize activities to promote French culture. p: (250) 388-7350 e: cfrancey@francocentre.com w: http://www.francocentre.com
Less Bland Productions Less Bland Productions is an independent Victoria based television production company committed to creating content for local, national and international broadcast. p: (250) 480-3710 e: lessbland@shaw.ca
Mantell | Dickson | Blades | Dusanj Chartered Accountants PMantell Dickson Blades Dusanj, is a chartered accountant firm in Victoria which provides professional services to owner-managed businesses, professionals, individuals and not-forprofit organizations. p: (250) 220-7311 e: info@mdbd.bc.ca w: http://www.mdbd.ca
NEW MEMBERS (Continued) Oak Bay Sailing School Oak Bay Sailing School is dedicated to “safe sailing”. Courses are available for beginners, and for existing sailors wishing to progress to more advanced cruising on our beautiful coast. p: (250) 216-6866 e: oakbaysail@shaw.ca w: http://www.oakbaysailingschool.com
ProCore Security Ltd. ProCore Security Ltd is a full service security firm specializing in personal, proactive security in the Downtown Victoria core. Locally owned and operated, ProCore Security is always right around the corner. p: (250) 590-6705 e: sfontaine@procoresecurity.ca
OnlyHuman Modern Furniture p: (250) 383-6659 e: chris@onlyhuman.ca w: http://www.onlyhuman.ca Polished Home Decor Ltd. Polished Home Decor is a design company that specializes in paint selection, custom furniture,window treatments, staging, home renovations and project management for homeowners and developers. p: (250) 383-5500 e: denise@polishedhome.ca w: http://www.polishedhome.ca
Mondial Aviation Anything to anywhere... We specialize in delivering transportation solutions for cargo and passengers or a combination of both to politically, geographically and naturally challenging locations worldwide. p: (250) 519-2666 e: info@mondialaviation.com w: www.mondialaviation.com Priority Automation Inc. For business critical operations, intelligence and management, Priority develops and integrates enterprise scale web and mobile applications and collaboration portals with complex database environments.
Richard Shorten / Island Group Have a business idea worth taking to the market place or expansion? As a franchise? Business plans prepared, financials polished, investors approached. Bookkeeping and T2 tax filing done. p: (778) 426-1884 e: ricshorten@gmail.com
Seabridge Bathing Seabridge Bathing is a North American manufacturer, distributor and sales and installation producer of walk-in baths and walkin tubs with power seats, for the home and care facility environment. p: (250) 381-2175 e: ccook@seabridgebathing.com w: http://www.seabridgebathing.com
Shades of White Bridal Fashions Shades of White offers a beautiful variety of modern & classic Bridal Fashions; proudly serving Vancouver Island as the largest of its kind for over 23 years. p: (250) 475-1220 e: info@shadesofwhite.com w: http://www.shadesofwhite.com
p: (250) 940-9090 e: miles@priorityautomation.com w: http://www.priorityautomation.com
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NEW MEMBERS (Continued) SocialPoint.ca a division of Agnitio Networks Inc. SocialPoint specializes in Social Media for Business, building powerful Brands. Quality strategic plans, effective campaigns, and managed services deliver maximum results for our clients. p: (250) 882-5227 e: info@socialpoint.ca w: http://www.agnitionetworks.com
Society For Prevention Of Cruelty For Humans p: (250) 704-8178 e: togram2@telus.net
Speed of Sound Auto Group Ltd. Speed of Sound is Victoria’s premier automotive sound, security, and authorized TELUS Mobility dealer. We are located downtown, and have on site installation facilities. p: (250) 360-2882 e: sales@speedofsoundauto.com w: http://www.speedofsoundauto.com
Trapeze Communications Inc. Trapeze is an integrated branding and advertising agency. We help our clients identify, position and market themselves, online and offline. p: (250) 380-0501 e: info@trapeze.ca w: http://www.trapeze.ca
Vibes Fitness Vibes Fitness provides simple, 15 minute, customized workouts guided by certified trainers. Our comfortable studio provides an environment where we develop strong relationships while helping members achieve their fitness goals. p: (250) 370-9544 e: info@vibesfitness.ca w: http://www.vibesfitness.ca
Wagsta Victoria Wagsta will feature weekly “events” with all the best places to eat, drink, shop and see in Victoria! You’ll love the experience and always save a minimum of 50% from the participating businesses. p: (250) 889-1582 e: wagsta@ezabu.com w: http://www.wagsta.com
Join the Greater Victoria Chamber. It’s much more than a great business network. Group health benefits for you and your staff
Practical business education
Excellent credit card rates
Business programs to improve your bottom line
Prodigy Group events for your junior staff
It’s never made more sense to join. To find out all the the ways the Chamber can help you and your business, visit www.victoriachamber.ca or call 250-383-7191 extension 0.
The Knowledge to Grow. From the People Who Know.
Good business has many rewards. Warrior Martial Arts Providing instruction in Okinawa Karate, Kickboxing, Brazilian Jiu-Jitsu and self protection systems in Greater Victoria since 2001. p: (250) 479-7686 e: info@warriormartialarts.ca w: http://www.warriormartialarts.ca
Vote for those that care about family. We all know it, we say it all the time…family is everything. But lets face it, in today’s busy and challenging world, young families need all the help they can get. The Early Years Awards celebrates the businesses and organizations that make a difference in the lives of families with children. Whether it be a safer park, a child friendly office or simply a more tolerant attitude, nominate your choice for an Early Years Award today. * Deadline for nominations, March 15th, 2011 — Awards Celebration April 13th, 2011
CAST YOUR VOTE TODAY AND WIN! Win a family vacation at the Westerly Hotel in Courtney including an exciting family caving expedition at the Horne Lake Caves or one of our fabulous weekly prizes! TO VOTE VISIT:
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www.earlyyearsawards.com
Your Support. Their Success.
The power of Richardson GMP.
Keep Your Eyes
on the Issues in Our Region
Transportation – Rail/Road There are two large infrastructure projects on the move in the region that will each have significant long-term impacts to traffic flow. BC Transit’s plan for rapid transit on Douglas Street is still being worked through, though there are still large pieces of the puzzle yet to be determined. The mode of travel has not yet been settled – train or bus – and the cost and impacts of either option have not yet been fully articulated. There has been no detailed traffic modelling releases on the proposed options. Without these pieces of information it is difficult to determine what option is best for the region, and what we can afford. Running concurrently with the conversation about the Douglas Street rapid corridor, is the potential for rail on the Johnson Street Bridge. There are two puzzle pieces that have to fall into
place on that projects as well – funding of $6.5 million from the federal gas tax funds and funding of $5.5 million from the CRD. The failure of either of those pieces will almost definitely put an end to the conversation about the rail coming over the bridge into downtown.
The power of Richardson GMP.
integration of these two elements into an overall traffic plans – a plan that includes the whole region.
RANKED #1 FOR SERVING SUCCESSFUL FAMILIES AND ENTREPRENEURS* RANKED #1 FOR SERVING SUCCESSFUL FAMILIES AND ENTREPRENEURS*
CUSTOMIZED WEALTH MANAGEMENT SOLUTIONS
Structure of Policing There are two substantive policing issues/opportunities up in the air. The first is with Victoria and Esquimalt who are in budget negotiations for
INVESTMENT • TAX • ESTATE • INSURANCE • PHILANTHROPIC • BUSINESS SUCCESSION
WWW.RICHARDSONGMP.COM
James (Jay) Fray, B.Comm., M.B.A. Vice President and Portfolio Manager
3795 Carey Road, Suite 600, Victoria, BC V8Z 6T8 250.419.4260 • 1.877.477.2250 • www.jayfray.com SIDNEY
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VICTORIA
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*Based on the 2010 Investment Executive Brokerage Report Card. WINNIPEG • GMP GUELPH • MISSISSAUGA • TORONTO • OTTAWA • MONTRÉAL • CHARLOTTETOWN Richardson Limited, Member Canadian Investor Protection Fund. Richardson is a trademark of James Richardson & Sons, Limited. GMP is a registered trade-mark of GMP Securities L.P. Both used under license by Richardson GMP Limited. *Based on the 2010 Investment Executive Brokerage Report Card Richardson GMP Limited, Member Canadian Investor Protection Fund. Richardson is a trade-mark of James Richardson & Sons, Limited. GMP is a registered trade-mark of GMP Securities L.P. Both used under license by Richardson GMP Limited.
policing costs, as well as Esquimalt is still considering the future nature of their amalgamated relationship with Victoria. Any relationship changes will have some impact on policing capacity in each municipality and may have budget impacts as well. Oak Bay’s police chief has retired. For those who are inclined to support police amalgamation, this would seen a good time to further that discussion and explore opportunities to merge the Oak Bay force with another regional force. Saanich would appear to be the most obvious as Oak Bay already contracts their investigative services to the larger municipality.
Advertiser: Ad Size: Ad Title: Date:
Richardson GMP Full-page: 9.5” x 12” The Power of RGMP Fall 2010
If the rail does come into downtown, and if the tracks are upgraded to the Western Communities, it adds a new element of complexity to the issue of the rapid transit plan on the Douglas Street corridor. We need to see the
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GET TO KNOW THE TECH INDUSTRY What sub-sectors make up the local tech sector? It’s a common misconception when people think of technology that they only think of IT and computers. In fact, the Victoria technology (tech) sector is far more diverse.
PRINCIPAL SUB-SECTORS vAdvanced Manufacturing vAerospace vCleantech and Environmental vElectronics and Peripherals vInformation Technology vLife Sciences/Biotech vNew Media and the Internet vOcean Sciences and Marine vResearch Labs vSemiconductors vSoftware vTelecom & Wireless
While software development and information technology are large and key components to the overall tech sector, the companies, products and people working in Victoria’s innovation economy are far more varied. The tech sector is based on research, bright ideas, and world-changing innovation that stretches beyond the desktop to the ocean, the land, and the skies.
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Economic Impact In 2009 VIATeC commissioned a researcher at UBC to analyze the economic impact of Greater Victoria’s tech sector. This study conservatively estimates the total revenues of the tech sector are more than 1.95 billion with a total economic impact in excess of 2.65 billion. Annually VIATeC releases the VIATeC 25 list of the top Greater Victoria tech companies founded or headquartered in Victoria based on revenues. In 2010, those 25 companies alone posted a combined estimated calendar revenues of $784,685,000, a 7.5% increase over 2009. These same 25 companies are currently employing 3034, making it two years in a row that the total full time employment numbers for the VIATeC 25 have increased 11% over the previous year. The first six weeks of 2011 started with a frenetic pace and we are expecting a significant growth in the local tech sector this year. Tech Employment An estimated 13,000 employees are working directly for private sector tech companies in Greater Victoria. If we were to include the tech related positions within government and other private industry, the total number of tech workers climbs to at least 17,000 and possibly as high as 20,000. VIATeC’s last compensation survey found that intermediate tech workers were earning an average of $65,000 a year which is $10,000 higher than the median household income within the CRD. The career opportunities in technology are very diverse. The careers range from administration, strategic management, or sales and marketing, to highly technical positions including software
Dan Gunn, Executive Director of VIATeC, takes a closer look at Camosun College’s mechanical engineering technology lab.
developers, engineers of every kind, lab technicians, and scientists. The positions on VIATeC’s job board demonstrates there is a high demand for skilled workers in the tech sector. At the end of February, VIATeC is launching VictoriaTechJobs.com which will feature robust tech career information aimed at students picking a career path as well as experienced tech workers looking to relocate to Victoria. Future Opportunities
The easiest markets to penetrate quickly are often Internet related because the barriers to entry are limited. Victoria is no exception and we have literally hundreds of companies focused on Internet, software development and new media. That said, some of the greatest revenue realizations have come from advanced manufacturing, ocean life sciences, and aerospace. While there might not be as many companies
in these sectors, those involved are providing a significant amount of employment and revenue. Improving the Tech Infrastructure Victoria has come a long way thanks to a world-class communications infrastructure, the proximity of multiple federal research labs, the existence of a dedicated technology park and of course, post-secondary academic institutions providing a steady supply of bright people and ideas. Thanks to the willingness of our experienced technology veterans to share their knowledge and battle scars with the next generation of technology leaders, we have been able to double the size of the tech sectors’ revenues in under a decade. The next step is providing more than just volunteer support, by adding further programmin that includes paid specific expertise and support to accelerate the growth and success of high-growth potential technology companies. When Victoria opens more dedicated facilities and adds programs like this, we expect to find another gear and to increase the pace even more.
Your Community.
Your
WE BUILD STRONG KIDS, STRONG FAMILIES AND STRONG COMMUNITIES YMCA-YWCA Greater Victoria • 851 Broughton Street, Victoria • Ph: 250-386-7511 • www.victoriay.com
FINALISTS greater victoria business awards 2011
Tuesday, April 19, 2011 6 p.m. Reception • 7 p.m. Dinner Victoria Conference Centre
Business Leadership The Truffles Group Victoria Foundation
Innovation Greater Victoria Pet Memorial Center Pacific Rim College
New Business RaceRocks 3D Capital City Boxing Inc.
Employer of the Year Megson Fitzpatrick Insurance Services Tourism Victoria
Business of the Year (1-10 employees) MD Esthetics Laser Centre Enabled Financial Solutions Ltd.
Sustainable Business Practices Swans Suite Hotel & Brewpub Victoria Transmission & Auto Care
Business of the Year (11-25 employees) Sportball WildPlay Ltd.
Business Person of the Year Mike Miller, Abstract Developments Inc. Allan Neale, Norgaard Neale Camden
Business of the Year (26-75 employees) Pizzeria Prima Strada Root Cellar Village Green Grocers Ltd.
Young Entrepreneur of the Year Jeff Zamluk, Swell Source Todd Howard, Pacific Rim College
Business of the Year (76+ employees) Cridge Centre for the Family Island Savings - Mayfair
Employee of the Year Justin Green, Maximum Express Courier, Freight & Logistics Barry Sadler, Three Point Motors
Outstanding Customer Service Shelley Prpich Autobrokers Directis Consulting Venue Sponsor
Governors’ Lifetime Achievement Award winner...
Mr. Cedric Steele, Cedric Steele and Associates
Join us as we reveal the award winners at our annual awards gala www.victoriachamber.ca