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Project Framework and Methodology

Over the last almost ten months, this initiative project has been supported by a comprehensive infrastructure of support and participation by local individuals and organizations.

Overall accountability for the project was fulfilled by Colleen Evans, Project Manager, and the CRDCC Board of Directors. The day-to-day leadership of the project was led by the Project Management Committee and a Project Steering Committee, which were advised by an Employer Advisory Committee. The latter advised the Management Committee, Steering Committee and Project Consultant Team.

There were three main parts of the research in this project:

  1. Secondary Research - The review and synthesis of several reports and data sources regarding Campbell River and the broader region, and its economy, labour market, workforce and key industry sectors.
  2. Employer Survey - A survey of all types of Campbell River employers on business, economic, competitiveness, and (mostly) workforce issues and needs.
  3. Other Primary Research - Focus group sessions and key informant interviews with several key industry representatives in Campbell River.


  • Climate, Accessibility, Affordability,Recreation
  • Forestry: HQs for 5 TSAs, 4 major companies, wide range of forest & logging companies, consultants & suppliers
  • Ocean Sector: fin/shellfish aquaculture, commercial/sport fishing, marine industries
  • Power Production: ocean/tidal/wind/run of river
  • Culture: arts, film, new media, tourism
  • Population: steady growth, First Nations, skilled workforce


  • Aging Population and Workforce
  • Skilled Workers: in demand elsewhere
  • Aboriginal unemployment: above 30% over past 10 years past 10 years
  • Youth Out-Migration: education, training, careers - 70-90% plan on leaving careers - 70-90% plan on leaving
  • K-12 Drop-Out Rate: 33%
  • Marketing Strategy: lack of immigrant/migrant recruitment plan


  • Power Production: John Hart Generating Station, Canoe Pass, Upper Toba, Platonic Power, Cogeneration
  • Natural Resources: Forestry growth, value-added wood products mining, aquaculture, fishing & support industries
  • Tourism & Recreation: Mount Washington, Oak Bay Marine Group, adventure/eco tourism
  • Cultural Sector: film development, new media/creative industries
  • >Construction: Hospital, Airport Expansion and other construction projects


  • Skilled Workforce: retention, retraining, reemployment
  • Demographics of an aging, potentially declining workforce
  • Competition for skilled workers and potential out-migration
  • Lack of educational and workforce development opportunities for local young entrants
  • High Unemployment and low labour force participation rates for local First Nations
  • Upgrading and re-employment of laid-off resource industry workers
  • Meeting the skills gap and recruitment requirements of local employers
Question 25. What are the reasons for not being able to recruit for difficult to fill positions?

The most prevalent reason for difficult to fill vacancies cited by 48 respondents was “cannot attract qualified people.” Other relatively frequent reasons were: compensation – cannot afford to pay (31 respondents); competition from other employers (29); do not have time/resources to orient, train and supervise a new person (28); and lack of training programs for such positions (26).


Question 35. What is your level of confidence in meeting your attraction/recruitment targets over the next 2 years?

Respondents were asked about their level of confidence in meeting their organization’s attraction/recruitment targets over the next two years. Well over half (56.2%) of responding employers indicated they were not concerned about this. Only 7.5% were concerned and 5.5% were very concerned. Almost one-third (30.7%) of respondents were somewhat concerned.