yellowgrass

Community Report
Yellow Grass, Lang and the RM of Scott
Located in:
Census Consolidated Subdivision Scott No. 98

i
CO-OPERATIVE INNOVATION PROJECT
The Co-operative Innovation Project (CIP), a two-year pilot project funded by Federated Co-operatives
Limited, was created to examine two questions: is the co-op model feasible in rural and Aboriginal com-
munities in western Canada, and if so, what is needed to inspire rural and Aboriginal communities to ex-
plore and create co-operatives that thrive?
The CIP found that yes, the co-op model remains feasible in rural and Aboriginal communities as a locally
driven solution to address unmet needs. What is needed is a dual approach: vigorous co-op development
activity at the community level; and focused effort at the pan-provincial level to leverage economies of
scale and connect the western Canadian co-operative community. Our research results indicate that people
will explore and create innovative and thriving co-operatives if they are inspired to do so, and supported
throughout the process by connections and relationship-building activities that are aware of the politics that
are inherent in co-op development.
The research for CIP was carried out by the Centre for the Study of Co-operatives at the University of
Saskatchewan. For more than thirty years, the Centre has been a focal point and meeting place for those
who believe that co-operative solutions can answer community needs in exciting ways. The Centre con-
nects to a broad stakeholder base through its research partners, advisory board, and industry connections.
Federated Co-operatives Limited (FCL) provided funding to the Co-operative Innovation Project as part
of its mission to provide leadership and support for the beneﬁt of its members, employees, and Canadian
communities.
Centre for the Study of Co-operatives
University of Saskatchewan
February 2016
Centre for the Study of Co-ops
306-966-8502 / coop.innovation@usask.ca
coopinnovation.wordpress.com

CONTENTS
Co-operative Innovation Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i
1 What is Co-operative Innovation? 1
1.1 The Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.2 Why Co-ops? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.3 What We’re Looking At . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.3.1 Community Need . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.3.2 Knowledge of Co-operatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.3.3 Business Capacity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.3.4 Social Capacity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.4 How We’re Doing It . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.5 How to Read Your Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.6 Are You Interested in a Co-op? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.7 Thanks and Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
1.8 The Final Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
1.9 The Co-operative Innovation Project Team . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
2 Western Canada – What You Told Us 7
2.1 Social Capacity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
2.2 Business Capacity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
2.3 Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
2.3.1 Manitoba . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
2.3.2 Saskatchewan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
2.3.3 Alberta . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
2.3.4 British Columbia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
2.3.5 Western Canada Overall . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
2.4 Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
2.4.1 Role of Business or an Entrepreneur . . . . . . . . . . . . . . . . . . . . . . . . . . 14
2.4.2 Role of Volunteers and Non-proﬁts . . . . . . . . . . . . . . . . . . . . . . . . . . 15
2.5 Role of Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
2.5.1 Multiple Players . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
2.6 Co-operative Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
2.7 Needs and Social Capacity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
ii

CONTENTS iii
3 Western Canada – By the Numbers 19
3.1 Location . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
3.2 Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
3.3 Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
3.4 Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
3.5 Income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
3.6 Labour Activity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
3.7 Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
4 CCS Scott No. 98 – By the Numbers 29
4.1 Introduction – A Word About the Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
4.2 Location . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
4.3 Community Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
4.4 Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
4.5 Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
4.6 Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
4.7 Income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
4.8 Labour . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
4.9 Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
5 Yellow Grass, Lang and the RM of Scott – What You Told Us 36
5.1 Social Capacity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
5.2 Business Capacity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
5.3 Needs and Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
5.4 Co-operative Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
5.5 Needs and Social Capacity – A Summary in Pictures . . . . . . . . . . . . . . . . . . . . . 39
6 Conclusion 40
6.1 Reference Material . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
7 Appendix Tables 41

WHAT IS CO-OPERATIVE INNOVATION?
THE VISION
Community strength and resilience are key aspects of prosperity and well-being in western Canada, partic-
ularly in rural and Aboriginal communities. To be at its best, to withstand change, to identify and respond
to local needs, and to shape its own future, a community needs to be able to take advantage of the best
ideas and practices available. One such practice is harnessing community strength to build co-operative
businesses that meet local needs. A co-operative rests on four pillars: a clearly identiﬁed need, innovative
knowledge of the co-operative model, the business know-how to realistically address the need, and the so-
cial connections to build and help the co-operative thrive.
Co-operatives contribute to a community’s quality of life, offering opportunities for economic and com-
munity development in areas citizens feel are important, such as housing, social services, retail, energy,
recreation, and the sustainable management of natural resources and traditional economies. Perhaps more
importantly, co-operatives develop and enhance a community’s social capacity – relationships that support
social interactions in a community. Today there are well-established co-operatives and credit unions that
play key roles in the economy and in communities.
But what about the future? How will new co-operatives be organized and what will they focus on? Just as
importantly, what is needed to help interested communities and individuals to move forward through co-
operative enterprise? Co-operatives may or may not be the appropriate solution in every community. If all
four pillars – clearly articulated need, innovative knowledge of the co-operative model, business capacity,
and social capacity – are not met, can a co-operative still be successfully launched if there are strong local
catalysts to drive development? These are the questions that drive the Co-operative Innovation Project.
WHY CO-OPS?
Co-operatives have a long history in western Canada, in large part because their structure provides an ef-
fective way for people in a community to meet a need or take advantage of an opportunity. A co-op is a
business owned and controlled by its member-customers. Because the people that use the co-op have own-
ership and control, a co-operative can often be expected to better meet its members’ needs than can other
organizations. In today’s environment, where people indicate growing concern over the lack of inﬂuence
they have, co-operatives are an important locally-controlled business model that can leverage community
strength. In rural and Aboriginal western Canada, co-ops offer communities the power to choose, and the
power to act.
1

1.3. WHAT WE’RE LOOKING AT 2
WHAT WE’RE LOOKING AT
Community Need
All communities have unmet needs. Some are small, others are large and/or complex. These needs can be
a gap in service or a social network, or they can arise from a failure of investors, non-profit interests, or
government to provide the goods and services that a community requires and desires. Typical examples in-
clude a lack of housing options, of child care, retail options or food services, a need for a local bank, a dry
cleaner, or a community centre. Other communities, defined by common interests rather than place, could
also have goods or services that they require. A group of farmers may need to band together to increase
access to markets, or parents may need to create a nursery school. If a community can clearly articulate a
defined unmet need, they are on their way to solving it.
Knowledge of Co-operatives
In order to be able to choose a co-operative as a way to fill a need, communities must be aware of what a
co-operative is, and how it can be adapted to address the need. People can usually identify a co-operative
retail store or gas station, but they often struggle when it comes to innovative applications to fill other
needs. Local catalysts and leaders with the knowledge, passion, and skills to creatively apply the co-op
model are required at the community level. These people need to see new ways of meeting identified needs
and/or see novel ways in which the co-op structure can be altered.
Business Capacity
A co-operative is, at its heart, a business. Like all businesses, it provides a good or service that meets a
need and for which people are willing to pay. Defining, planning, structuring, and running the business re-
quires leadership, entrepreneurship, knowledge of market conditions and market structure, and an ability
to organize. Lived experience, from education to workplace to volunteer work, contributes to any commu-
nity’s business capacity. Doing books for your local church is financial management; running a bake sale
is marketing and sales; chairing a committee is administration and human resource management. All of
these skills can be learned, and all become better with practice. When a community has a range of people
with business experience that come together to solve problems, their business capacity is stronger. The co-
operative model, which taps into knowledge and skills from across a broader range of people, multiplies
and expands business capacity.
Social Capacity
Harnessing the collective energy necessary to operate a co-operative is easy when a community works to-
gether – it’s much harder when there are barriers. A community works together better if it has a strong so-
cial capacity – those qualities that connect, unite, and join a group of people together. Key factors include
trust, a sense of community connection, and an ability to navigate or remove community power structures
and inequality. When co-operative activity lacks social sanction (shown through approval and encourage-
ment), community building through co-operatives is more difficult. Communities with strong social capac-
ity can use that energy and support to fuel co-operative business ideas. In addition, the co-operative model,
which unites people in a group working together for a common goal, can contribute back to a community’s
social capacity.

1.4. HOW WE’RE DOING IT 3
HOW WE’RE DOING IT
The research presented in this report focuses on three of the four themes outlined above: community need,
business capacity, and social capacity. To support the research, we undertook four main data collection
efforts:
1. On-line research: helps us understand the building blocks of each community, such as geography,
demographics, education, housing, health, income, and business. We use:
• Statistics Canada data
– Community Profiles 2011
– National Health Survey 2011/2012
– National Household Survey 2011
– Agriculture Canada census
• Community websites (if available)
2. Telephone survey: A random survey of rural and Aboriginal people in western Canada asked ques-
tions about the respondents’ perceptions of their community. The survey results built a picture of the
strength of social capacity and a picture of community needs across western Canada.
3. Web-based survey: Administrators in rural and Aboriginal communities across western Canada were
surveyed about community business capacity, including community planning and vision, and social
capacity, including how leadership is structured and the level of volunteerism in communities.
4. Community engagement meetings: Visits to a randomly selected group of communities created an
opportunity for an open discussion with the participants about community needs, social capacity,
and potential solutions.
HOW TO READ YOUR REPORT
Each community that hosted a community engagement meeting receives a report (like this one) that high-
lights the results of our research and presents the views and issues raised at their meeting. This report con-
tains information at a western Canada level as well as at the provincial and community level.
Chapter 2 provides an aggregate view of the issues raised in the twenty-six community meetings held
across western Canada. At these meetings, we explored three key issues for co-operative development:
the presence and nature of social capacity in the community, the existence of the business capacity nec-
essary to start and operate businesses, and the clear articulation of unmet community needs. The chapter
also provides a discussion of the solutions to these needs that participants thought were possible in their
communities.
Chapter 3 presents detailed statistical data on rural and Aboriginal communities in western Canada. The
data covers demographics (e.g., age profiles), educational attainment, housing, income, labour activity, and
business size and type. The data is split out by rural and Aboriginal communities, and by province, thus
providing a picture of what is going on in these different groupings.
Chapter 4 presents similar data to that presented in chapter 3, but at a more local level – specifically at the
census consolidated subdivision, or CCS level. A CCS is a group of adjacent rural municipalities, counties,

1.6. ARE YOU INTERESTED IN A CO-OP? 4
First Nation reserves, towns and villages. The CCSs that were chosen contain the communities in which
community engagement events were held.
Chapter 5 provides an overview of the views expressed and the discussion that took place at the commu-
nity engagement events. The communities identified in this chapter are the ones where the meeting took
place and where invitations were specifically sent. It is important to note that while the information pre-
sented in this chapter does provide a sense of the issues that the participants are facing, it may not be to-
tally accurate. The views that are reported depend on which community members chose to attend our
meetings and which opinions they voiced while there. The more well-attended the meetings, with more
diverse voices present from the community, the more robust and accurate is the community description.
The accuracy of the views expressed are improved significantly at the western Canadian level (see chapter
2).
While there is a great amount of statistical information available, we have presented the information most
relevant to co-operative development. It is important to point out that there are known problems with the
information collected in the 2011 National Household Survey – given the way in which the survey was
given, the numbers presented for 2011 may not be representative of the situation at the community level.
These limitations must be considered when examining the data for 2011 and in making comparisons with
the data from the 2006 census. We have noted where the results for your community seem to contain a
problem. If you would like the full tables of information for your community, please contact our project
team.
ARE YOU INTERESTED IN A CO-OP?
Western Canada has an array of groups, associations and ministries that have co-operative expertise on
hand, and can direct you and your group to more resources. If you are interested in learning more about
co-operatives and/or would like to speak to someone about co-operative development, the following orga-
nizations are good sources of information and contacts:
Co-operative Innovation Project
Centre for the Study of Co-operatives
196 Diefenbaker Building
Saskatoon SK S7N 0J6
Phone (306) 966-8509
Fax (306) 966-8517
E-mail: coop.studies@usask.ca
Online: https://coopinnovation.wordpress.com/
British Columbia Co-operative Association (BCCA)
1737 West 3rd Avenue, Suite 212
Vancouver BC V6J 1K7
Tel: (604) 662-3906
E-mail: general@bcca.coop
Online: http://www.bcca.coop/
Upper Columbia Co-operative Council
Box 66 Nelson, British Columbia V1L 5P7
Phone: 250-354-5396
Email: info@uccc.coop

1.7. THANKS AND ACKNOWLEDGEMENTS 5
Online: http://uccc.coop/
Alberta Community and Co-operative Association
#202, 5013 – 48 Street
Stony Plain, AB T7Z 1L8
Phone: (780) 963-3766
Fax: (780) 968-6733
E-mail: sleon@acca.coop
Online: http://acca.coop/
Saskatchewan Co-operative Association
1515–20th Street West
Saskatoon SK S7M 0Z5
Tel. (306) 244-3702
Fax. (306) 244-2165
Email: sca@sask.coop
Online: http://www.sask.coop/index.html
Manitoba Co-operative Association
400 - 317 Donald Street
Winnipeg MB R3B 2H6
P: (204) 989-5930
E-mail: info@manitoba.coop
Online: www.manitoba.coop
CDEM: (Serving Manitoba Bilingual Communities)
Suite 200 - 614 Des Meurons St.
Winnipeg, Manitoba
Canada, R2H 2P9
Phone: (204) 925-2320
Toll-free: (800) 990-2332
Online: http://www.cdem.com/en/sectors/co-op-1
Cooperative Development Services - Government of Manitoba
Housing and Community Development
400-352 Donald Street
Winnipeg, Manitoba, R3B 2H8
Phone: (204) 945-3379
Fax: (204) 948-1065
Toll-free: (866) 479-6155
E-mail: co-ops@gov.mb.ca
Online: http://www.gov.mb.ca/housing/coop/coop_overview.html
THANKS AND ACKNOWLEDGEMENTS
We would like to sincerely thank the communities, individuals, and organizations that have supported our
work. The opportunity to travel through western Canada to learn from you about your communities, and to
see ﬁrst-hand the passion, hope, and drive that exists in rural and Aboriginal communities has been truly

1.8. THE FINAL REPORT 6
inspiring. Many communities are tired of being researched, while others were happy for an opportunity
they had not had before. Regardless of their histories with research, all of the communities we visited were
thankful for the opportunity to have an open discussion about their community and were ready for action.
We hope the material presented in this report helps continue the conversation, and fuels that action in your
community. We look forward to maintaining a continued dialogue with you about your communities, and
to exploring the opportunities for co-operatives to play a role going forward.
We would also like to thank Federated Co-operatives Limited for making it possible for us to undertake
the research. It was a real pleasure to work with a group that was genuinely interested in the results of the
report and committed to having the research carried out in a rigorous manner. While many of us on the
research team had undertaken applied research before, the experience on this project was unique, partly
because of the large scale of the project and partly because we all felt that the research could make a differ-
ence.
THE FINAL REPORT
The information provided in this community report is but a small subset of the information that was col-
lected over the course of the research project. If you would like to see copies of the reports for the other
communities, or if you would like to read the ﬁnal report that looks more deeply at co-operative devel-
opment and at the manner in which community needs, business capacity and social capacity are linked,
please visit the CIP website at:
https://coopinnovation.wordpress.com/final-report/
THE CO-OPERATIVE INNOVATION PROJECT TEAM
Murray Fulton and Dionne Pohler — Professors, Centre for the Study of Co-operatives, Johnson-Shoyama
Graduate School of Public Policy, University of Saskatchewan
Darcy Overland and Nicole McLaren — CIP Project Manager/Director
Rhiannon Klein and Dazawray Landrie-Parker — CIP Community Engagement Co-ordinators
Haotao Wu — CIP Data Analyst
Merle Massie and Bev Fairful — CIP Research Ofﬁcers
Kyle White, Miranda Gouchie, and Paula Mowat — CIP Research Assistants

WESTERN CANADA – WHAT YOU TOLD US
From January through June 2015, the Co-operative Innovation Project held community engagement meet-
ings across Manitoba, Saskatchewan, Alberta, and British Columbia. We invited a total of thirteen Abo-
riginal and fifty rural communities to attend one of twenty-six meetings. In all, we had conversations with
more than four hundred individuals in these communities, including youth, senior citizens, parents, busi-
ness owners, public officials, community volunteers, community development workers, co-op sector repre-
sentatives, and interested citizens. Figure 2.1 shows the locations we visited.
In the meetings, we explored three key issues for co-operative development: the presence and nature of
social capacity in the community, the existence of the business capacity necessary to start and operate busi-
nesses, and the clear articulation of unmet community needs.
Figure 2.1. Community Engagement Locations in Western Canada
SOCIAL CAPACITY
Social capacity is one of the key components of problem solving as a group. We define social capacity as
the ability of people in a community to work together, as well as the willingness of a community to allow
people to work together. Social capacity extends beyond volunteerism, personal attributes, and networks to
the dynamics of everyday life. The ability to work together on a collective project is particularly necessary
in the co-operative model. People not only have to come together to create a co-operative, but they also
have to support the co-operative business (be its members, owners, and customers) for it to thrive.
The majority of rural and Aboriginal communities we visited indicated that the social capacity of their
community has diminished (somewhat or a lot) over time. While many communities identified healthy
social capital, some have a hard time leveraging their strengths in a sustained and planned manner over
time. During community meetings, the eighth most common word recorded was ‘busy.’ Service clubs are
closing because they do not have adequate membership, and boards have a hard time recruiting members.
The exodus of working-age people from rural areas (either by commuting or by outright moving) means
that more community work falls to senior citizens. Working-age individuals in rural areas find themselves
7

2.1. SOCIAL CAPACITY 8
Figure 2.2. Social Capacity Word Cloud
driving between communities for work, services, and to access recreation activities for themselves or their
children. “Living in the community, people used to help one another. Today people don’t care about one
another. Money is everything.”
During times of emergency, personal crises, or for big one- or two-day events or festivals, communities are
able to come together and reach their goals collectively. Most communities identified good success with
fundraising initiatives that would go for a specific cause in their town. “When there is a tragedy, this is the
best place to live because no matter who or what you are all the community will support each other – all
barriers are gone. People fight when money is involved.” Community crises can bring community mem-
bers closer together, and in some cases increase the sense of community. “Sense of community is good.
Improved in the last 30 years.”
Community members identified ongoing successes or failures working with different groups in their com-
munity and with groups in other communities, working with their leadership, and working with other lev-
els of government. There is a feeling that citizens still care deeply about one another and the health of their
communities. “People can disagree within the community and there are grudges that people have amongst
each other, but still at the end of the day, people here can usually agree to disagree.”
A different light shines on systemic or long-term needs, which require sustained energy to overcome. In
order for a community, or several communities within a region, to work together to solve problems, social
barriers need to be removed. To ease the way for leaders and volunteers to leverage community strength,
community members require two supports: they must be brought together, and they must be empowered to
solve a community’s problems.
The main areas that appear to affect a community’s vision and ranking of its social capacity are the follow-
ing: identity, attitude, integration, communication and co-ordination, leadership and gatekeepers, volun-
teers, and larger political voice.

2.2. BUSINESS CAPACITY 9
BUSINESS CAPACITY
Business capital represents the business skills and capabilities of the community. It also underlies the po-
tential for existing businesses to thrive or new businesses to form either by someone inside the community
or by someone coming in from outside the community. Lived experience, from education to workplace to
volunteer work, is a key element of a community’s business capital. As in the case of social capacity, the
ability of the community to leverage these business skills and strengths to solve problems and meet com-
munity needs creates business capacity.
During the community meetings, business capacity was not discussed directly, but was integrated into the
discussion both through identifying what businesses were not in the community (needs), and whether new
or existing businesses could meet community needs (conventional solutions). The second half of every
meeting was a facilitated discussion around solutions; both community strengths and barriers came into
focus. Other indicators of business capacity can be found in the review of the community and regional
statistics, which give indicators regarding such things as levels of education, types of businesses, and self-
employment data.
Figure 2.3. Business Capacity Word Cloud
For the most part, participants in the meetings described their communities as highly skilled, comprised
of people with a variety of expertise. “We have a highly skilled labour force.” Most communities have lo-
cal businesses, and all communities would like to see more businesses in their community. “People in the
community are skilled for business opportunities.”
Participants were realistic in terms of the sustainability problems of operating businesses in smaller com-
munities and were able to talk about challenges to creating thriving businesses. There is an awareness of
what might work, and what might not, but there is a positive atmosphere that business development is pos-
sible when the right people are in the right place with the right supports.
Supply chains to and from rural and Aboriginal communities are long and large. They produce large amounts
of raw material to be shipped out and processed. Community size and limited local amenities means that in
most rural and Aboriginal communities, residents shop ‘away,’ particularly if they have to travel to large

2.3. NEEDS 10
urban centres to access goods or services not available locally. Such shopping patterns mean that wealth
leaves the community and does not circulate within. This problem is ampliﬁed in Aboriginal communities,
which usually have few privately owned businesses and face unique challenges with regulatory and legal
systems.
The main areas that appeared to determine a community’s vision of its business capacity were knowledge
of consumers, community mindset and attitude, skills, knowledge of challenges, relationships within the
community, and the role of informal business in the community.
NEEDS
Our data shows some fascinating similarities and differences in community needs among the four west-
ern provinces, and between rural and Aboriginal communities. To get at the needs of the community, we
looked at the amount of discussion that took place around each of the needs. Table 2.1 summarizes the
needs that were discussed and the degree to which they were discussed. The amount of discussion was
measured by the percentage of the time that each need was mentioned.
The number-one-discussed need in both rural and Aboriginal communities is health care. When asked,
“What will make your community better?,” rural and Aboriginal communities both cited increased ac-
cess to health care services. Health care services can take many forms. Two of the more important ones are
mental health services, which was mentioned in both rural and Aboriginal communities, and addiction ser-
vices in Aboriginal communities. Closely related, and the second top need in Aboriginal communities, is a
request for support services such as counselling or mediation. While some supports exist, they are nowhere
near adequate to meet demand in most of the communities we visited.
Figure 2.4. Needs Word Cloud
Both rural and Aboriginal communities cite a high need for housing. Surprisingly, housing was brought
forward as a need more often in rural communities than in Aboriginal communities. Participants discussed
the impact of an aging demographic on existing houses, and housing requirements that differ from those
currently available in many rural communities. In Aboriginal communities, residents noted both a lack of
housing stock and a lack of repair or good upkeep of existing housing.

2.3. NEEDS 11
Community barriers were another strong issue, with participants reporting feelings of non-representation
either within local community politics or at other levels of government. A general lack of day-to-day in-
volvement by community members in local decision making was also expressed in both rural and Aborig-
inal communities; however, it appears to have more of a direct impact and generated direct discussion in
Aboriginal communities.
In rural communities, transportation received more discussion than seniors’ services, support services, or
accessing services; the reverse is true in Aboriginal communities. Rural residents feel confident using cur-
rent transportation to acquire services when and where available, while Aboriginal communities check first
to be sure those services are in place and operating well. The call for services (of all types) in Aboriginal
communities reflects a desire to access culturally appropriate services within their own communities, not to
rely on outside service providers.
Table 2.1. Top Needs in Rural and Aboriginal Communities in Western Canada
Percentage of Western Canada Rural Communities Aboriginal Communities
Discussion Time
> 7% Health Care
Health Care
Housing
Health Care
Support Services
Community Barriers
5–7%
Housing
Support Services
Industry & Bus. Dev.
Community Barriers
Seniors’ Services
Transportation
Volunteerism
Transportation
Seniors’ Services
Seniors’ Services
Accessing Services
Transportation
3–5%
Accessing Services
Volunteerism
Recreation
Infrastructure
Youth
Retail
Infrastructure
Recreation
Youth
Support Services
Community Barriers
Housing
Recreation
Education
Infrastructure
Addictions
< 2% 35 additional needs 34 additional needs 36 additional needs
A similar difference can be seen in the ranking of industry and business development, which was the third
most-mentioned need in rural communities, after health care and housing. Development is a driver to bring
new residents to the area, to infuse money into the economy, and to diversify services and opportunities
for residents. In Aboriginal communities, industry and business development falls after other community
health, services, transportation, and housing needs. Aboriginal communities do not tie community popula-
tion growth to development – there was no focus on bringing people to the community. Participants spoke
instead of ensuring present community members are healthy and have opportunities.
There appears to be a fundamental difference in volunteerism in rural and Aboriginal communities; this
difference also extends to how a community sets out the process around community involvement. Ru-
ral communities, on the whole, feel empowered to enact change for their communities, while Aboriginal
community members feel doubly constrained by local band governance and the federal government. Rural
communities noted a volunteer crisis, citing a high need for a new infusion of volunteers to drive commu-
nity change and provide community services. In Aboriginal communities, volunteering barely registered as
a local need, while the sorts of voluntary services provided by a rural community’s volunteer base are of-
ten viewed as the local government’s responsibility. Rural communities with an existing but stretched and

2.3. NEEDS 12
aging base wondered where start-up funding would come from to fuel change. Aboriginal communities
doubted that they had the ability to make a change. Both groups wondered who would do the work.
Recreation was an important area, discussed in both Aboriginal and rural communities. Recreational pur-
suits support citizen health and help people engage in their communities. There is a real concern that com-
munity members do not know, understand, and help one another as much as they used to in the past. In
rural communities, recreation was also tied to youth, and entertainment and culture, areas not present in the
top list from Aboriginal communities.
Rural communities have a higher need for local retail and shopping opportunities, while Aboriginal com-
munity members did not feel this was as strong a priority. However, since transportation and accessing
services were particularly important for Aboriginal communities, it is possible that Aboriginal respondents
subsumed their retail needs into these larger areas.
Education was among the top needs in Aboriginal communities, but not in the rural communities. This
difference could be reflective of both the younger population and a desire for culturally appropriate, high
quality services to be offered in their own community. Both types of communities discussed the difficulty
of their residents leaving for postsecondary education and then not returning.
Overall, the ten needs that coded high in both rural and Aboriginal communities were: health care, hous-
ing, support services, industry and business development, community barriers, seniors’ services, trans-
portation, accessing services, recreation, and infrastructure (see table 2.2). Volunteerism, youth services,
retail, entertainment and culture, education, and addictions services were important in either rural or Abo-
riginal communities, but not both.
Table 2.2. Top Ten Needs in Rural and
Aboriginal Communities in Western Canada
Health Care
Housing
Support Services
Industry and Business Development
Community Barriers
Seniors’ Services
Transportation
Accessing Services
Recreation
Infrastructure
Another way to look at the data from community meetings is to consider the impact of provincial bound-
aries. Are there differences in community needs if the responses are split out by province? Using the same
criteria used above, there are thirteen needs across western Canada (only those needs discussed at least 3%
of the time are included). By province, there were twelve top needs in Manitoba, eleven in Saskatchewan,
thirteen in Alberta, and fourteen in British Columbia. Figure 2.3 presents the needs identified in each province.
Manitoba
Housing and health care topped the list of needs in Manitoba, with housing as the number one priority.
Service concerns received less airtime. Industry and business development – to diversify communities
and to generate greater resources for communities – was a strong component of the discussion. Volun-
teerism comprised a larger part of the discussion than in other provinces, as did community barriers and

2.3. NEEDS 13
Table 2.3. Top Needs in Western Canada by Province
Percentage Manitoba Saskatchewan Alberta British Columbia
> 7%
Housing
Health Care
Health Care
Support Services
Accessing services
Seniors’ Services
Housing
Health Care
5–7%
Volunteerism
Community barriers
Recreation
Transportation
Community barriers
Infrastructure
Health Care
Housing
Recreation
Volunteerism
Transportation
Youth
Transportation
Community barriers
3–5%
Transportation
Youth
Retail
Accessing services
Support Services
Infrastructure
Housing
Community barriers
Volunteerism
Infrastructure
Recreation
Seniors’ Services
Retail
Support Services
Education
Seniors’ Services
Recreation
Infrastructure
Youth
Volunteerism
Education
Retail
Support Services
Food
< 3% 35 additional needs 37 additional needs 35 additional needs 34 additional needs
recreational needs. Manitoba was the only province where seniors’ services did not make the list of the top
needs, perhaps due to the long history of having hub communities providing these services.
Saskatchewan
Health care is the number one priority of the participants we met with in Saskatchewan, followed closely
by concern for both the provision of, and access to, services. Saskatchewan has a history of centraliza-
tion, and both rural and Aboriginal communities are concerned that their access has eroded. As well, rural
communities have an aging population, many of whom need increased health care. Transportation was a
critical component of most Saskatchewan conversations; participants registered concern with current trans-
portation policies and practices. A second set of community- and economic-based needs (housing, commu-
nity barriers, industry and business development, volunteerism, infrastructure, recreation) appeared lower
down. Compared to western Canada as a whole, youth and access to local retail received less attention, but
the overall aging rural population, and the larger discussion around transportation, may account for this
difference.
Alberta
Alberta communities placed the greatest emphasis on industry and business development. All other provinces
placed health care either ﬁrst or second, yet this comprised a somewhat smaller part of the conversation in
Alberta. Seniors’ services and support services also received less discussion, while access to services did

2.4. SOLUTIONS 14
not make Alberta’s top needs. Community barriers and infrastructure concerns ranked high. Housing also
received less attention in Alberta in comparison to western Canada as a whole. Recreation, volunteerism,
and youth issues were discussed more in Alberta than in the other provinces. Education, which was not on
the top-needs list for western Canada, remained important to Alberta communities.
British Columbia
As in Manitoba, housing and health care topped the list in British Columbia. Transportation also rated
high, which may be related to the remote and island communities we visited. Industry and business de-
velopment, and removing community barriers were also important. British Columbia communities listed
food among their top needs – a fact that might be related to the remoteness of some of the communities –
and placed a larger emphasis on locally produced, organic foods. As in Saskatchewan, seniors’ needs came
up more than youth, although youth did make the top list.
Western Canada Overall
Both Manitoba and Alberta expressed concern for industry and business development, but interestingly,
both also noted somewhat more trouble with volunteerism and community barriers. Saskatchewan and
British Columbia both rated concerns with transportation somewhat higher than either Manitoba or Al-
berta, which could be attributed to distance, road conditions, or the centralization of services. While health
care topped the list overall, Saskatchewan was the only province where it was the primary concern. Hous-
ing landed second on the overall list, despite being the top priority in two provinces. Although Alberta and
British Columbia placed education within their top needs, education did not maintain that ranking in the
overall western Canadian picture. Neither Alberta nor British Columbia were as worried about accessing
services as the other two provinces; that category did not make their list of top needs. Saskatchewan’s top
needs did not include youth or retail; however, those at the community events may have been older than
average and not as representative of a younger dynamic.
Further investigation may show that both rural communities and Aboriginal communities may also show
interesting differences by province, or even by region (north or south, island/remote or central). However,
with just 26 community visits, some of those comparisons may be less robust. Going forward, CIP recom-
mends that this raw data be matched with other data points collected and rolled up into larger comparisons.
SOLUTIONS
In general, participants at our meetings were very concerned about the practicality and sustainability of
any solutions that are proposed to address their needs. In some cases, communities and individuals within
communities have been having these conversations for a long time and have tried various solutions, which
in turn have provided knowledge of what may or may not work in their community. For most of the needs,
people felt that few of the conventional actors, acting alone, would be able to provide a solution – at least,
not in the short term.
Role of Business or an Entrepreneur
During the meetings, participants could readily identify needs that could be solved by business, or that
could potentially provide a role for business. Many communities indicated that while there is potential for
an entrepreneur to invest in their community, there hasn’t been a rush to their door. The key word, used
from Manitoba to British Columbia, was attract. “It came down to money: there is a real need to capture

2.5. ROLE OF GOVERNMENT 15
local capital, or to attract capital, into the region.” Attracting new industry to open up a large-scale business
– of whatever kind – in the region seemed the most exciting solution. The reality, though, fell short: “This
seemed more like winning a lottery.”
Participants were not willing to open competing businesses – there are few enough differentiated busi-
nesses, let alone having enough clientele for two in competition. “Not financially feasible for an entrepreneur.”
Others looked for regional development and co-operation with nearby communities to ensure all commu-
nities in their area had opportunity for growth. Participants noted the role and impact of ingrained commu-
nity barriers on new development. When people do move into town to open or operate a business, there can
be a disconnect between the expectations of residents and the new operators.
Communities with a larger current pool of business development were, overall, stronger proponents of the
idea that business could play a role compared to communities with few to no local businesses. In general,
people felt that the traditional business model could be the solution in some cases, but not all. “They had a
great handle on business solutions; however most of the community’s needs were social; they were unable
to connect business to a solution for the social needs.”
Role of Volunteers and Non-profits
In most communities, non-profits or the volunteer sector were viewed as the delivery arm to meet needs in
the community, particularly for needs around recreation, culture and entertainment, or certain community-
based services. In other cases, transportation and childcare solutions often came through family volun-
teerism. However, there is a general lack of volunteers, volunteer burn-out, and aging volunteer bases
across western Canada, which participants clearly noted will hamper the ability of volunteers or formal
volunteer groups to meet needs. Participants felt volunteers and non-profits had many of the skills to meet
needs, but lacked the capacity or resources to do so.
ROLE OF GOVERNMENT
Participants clearly pointed to governments to provide funding and organization, and to create favourable
regulatory environments for their communities to thrive. “Government needs to get involved.” Yet, there
was skepticism: government, particularly federal and provincial level support, would not be forthcoming to
address needs. “Government support in rural areas is virtually non-existent now.” Aboriginal communities
are particularly frustrated by their experiences with the federal government and do not believe real action
will come from that level. Rural communities feel forgotten in favour of urban hubs.
Participants mentioned other barriers besides lack of political voice to receiving government help: “Ac-
tion on this would need to be government funded.” As most rural and Aboriginal support is perceived to
be financial, the work associated with grant writing to access funds is viewed as a major barrier. Partici-
pants are aware of a double-edged sword for government funding – services and outcomes are tied to the
governments’ requirements, which are often not what residents feel would be most effective in their com-
munity. However, if the grant application were successful, the money would allow the local government or
non-profit (whichever entity applied for the grant) to provide something.
Meeting participants felt that communities need an expert to help them navigate through the complex regu-
latory systems they have to work with in order to meet their needs.
1. Federal Government – In Aboriginal communities, the link to the federal government is much stronger
than that in rural communities, including the direct links to the top two needs: health care and hous-
ing. “There is a great distrust of the provincial and national level of governments to understand their

2.6. CO-OPERATIVE SOLUTIONS 16
needs and communities.” The rocky relationship between the federal government and Aboriginal
communities is well documented and need not be re-explained here except to say that there is great
distrust as a result of long-standing colonial policies, including the Indian Act and residential school
experiences. Participants in Aboriginal communities felt their hands were tied in what they could do;
they did not trust that the federal government had their best interests at heart. Rural communities, on
the other hand, viewed federal linkages mainly through funding possibilities and regulations, includ-
ing policy environments.
2. Provincial Government – Communities looked to the provincial government primarily for funding,
development of favourable regulations, and support of other development agencies that work in rural
areas, including Community Futures and regional economic development agencies. Areas of particu-
lar concern include education, rural health regions, and services related to both of these. “Provincial
government centralizes things into cities to save money.”
3. Local/Band Governments – Participants in the meetings saw local governments as having the most
impact on their communities, and as important actors (either directly or through indirect support) in
any movement for change. This level of government must build connections to and between other
levels of government and look for opportunities; lobbying other levels of government is a central
role. “Local leadership are trying hard to change the issues with housing and land. We’d be worse
off if our leadership didn’t work so hard.” Rural communities feel that the provincial government is
the most likely partner for funding and support, while Aboriginal communities look to the federal
government.
Yet, local government was often cited as a community barrier. “The municipal government is inhibiting a
builder from doing his work.” Because local governments are drawn directly from community members,
politics always has an important impact on the activities that are carried out locally. Even so, participants
clearly recognized the critical role of local government in addressing local needs and being part of any
solutions process.
Multiple Players
The most exciting conversations occurred when participants started brainstorming how multiple actors
could work together more effectively to meet needs. The focus groups during community meetings were
often able to identify more than one player necessary in finding a solution (e.g., the local non-profit hos-
pital foundation and government working together to find a health solution, or the voluntary Chamber of
Commerce working with a local business) and displayed a greater ability to envision locally built solu-
tions. They seemed less likely to wait for an outside entity to come into the community to solve problems.
In other words, communities that could imagine a scenario where more than one group was leveraged and
involved to create a solution showed greater community capacity for problem solving.
CO-OPERATIVE SOLUTIONS
After participants had considered conventional solutions to meeting community needs, they were asked to
consider if alternative solutions using a co-operative business model might be successful in their commu-
nity.
One of the main barriers to thinking about co-operatives as a solution is that while people know the most
common forms of a co-operative, they are not able to apply the model to other types of businesses. “Peo-
ple have a limited understanding of what a co-op is. We know co-op groceries and gas, insurance, credit

2.7. NEEDS AND SOCIAL CAPACITY 17
unions, but applying it elsewhere may be difficult.” Most participants that could identify a co-operative did
not know how it is different from other business models and what the pros and cons are. In each meeting,
an explanation of the model was given and participants were asked to consider which of their needs might
be met using this model. Facilitators would often work with participants to help them understand how a
co-operative could be applied in different situations.
Once participants got started thinking about co-operatives as a potential solution to meeting their needs,
there was excitement. “What would it take to get people going? Education, funding, people who start co-
ops are people who believe in the model and have experience in it.” People intuitively understood that co-
operatives offer a way for community members to come together to solve their own needs, to harness the
knowledge of many people, to share risks and also the benefits. They felt co-operatives offered a potential
way to reduce reliance on outside forces, such as the government, and put power and control in the com-
munity’s hands. “Using co-operatives to solve problems takes away relying on outside people/groups for
help.”
Participants also know that many of their needs have been increasing over time. Some needs are a result of
demographic, economic, or societal changes, but many are a result of government restructuring of funding
or programs. There is a feeling that increased co-operation between members of communities and between
communities is the only way to meet needs moving forward. “As the needs become greater, it will force
greater co-operation between people. Economy of scale – how to get everyone together.”
Participants did identify some needs that could be solved using the co-operative model. For others, the
model was not a natural fit. Participants tended to see co-ops quite quickly as a way to help with housing,
various forms of retail, restaurants, daycares, artisan groups, catering, gardening, farm/food goods (meat,
eggs, or farmers’ markets), transportation, and services. Participants had often heard of examples of these
types of co-ops in other locations.
One of the ideas that piqued interest was the idea of a workers’ co-operative, where the co-operative is
owned by the people who work there. In that instance, each worker would need less start-up financing than
an individual owner. Participants suggested that worker co-operatives may be helpful in business succes-
sion planning, when existing owners would like to sell to retire, or in labour situations, with a group of
tradespeople working together in a co-op.
Once participants started brainstorming co-operative solutions, notable creative applications came up for
discussion. Attendees imagined a co-operative trailer court, a co-operative mobile funeral service and
mobile crematorium, multi-service buildings as co-operative community-hub business incubators (cof-
fee shop, hairdresser, laundromat, and so forth), seasonal meat outlets, educational co-operatives, and co-
operative cultural services, to name but a few.
The common barriers to developing co-operatives included the need for project champions, broad and deep
knowledge of the co-operative model, concerns about long-term sustainability, and the presence of com-
munity apathy.
NEEDS AND SOCIAL CAPACITY
At the end of each community meeting, participants were asked to indicate what they believed to be the
level of need and the level of the social capacity in their community on a scale of 1–10. The request caused
some consternation. Participants discussed the challenge of answering these questions, feeling that their
perceptions would be different from others in their community. In addition, some needs would rank higher,
others lower. Asking participants to translate all needs into one number might skew the results or present
a picture that would not be sufficiently nuanced. Individuals recognized that their experience of their com-
munity depends on how strongly they feel the need.

2.7. NEEDS AND SOCIAL CAPACITY 18
Figure 2.5. Community Needs and Social Capacity in Western Canada, By Province
There was a similar finding for social capacity, but not quite as broad. In some cases, it depended on how
well the respondent had overcome some of the challenges to social capacity, such as experience working
with others or being included. Respondents were far more willing to articulate their perception of their
community’s social capacity than to express their views on community need.
Figure 2.5 summarizes the average of all the responses collected, by community. Each point in the figure
is reflective of one community and combines their social capacity response with their needs. It is important
to note that the range of responses in some meetings ran the spectrum from one to ten. This means that
community members not only have vastly different opinions of their communities, but also that they feel
the experiences of others may be vastly different from their own.
Social capacity is read vertically (up and down) and has a range of 3.5 – 7.5 on the scale from 1.0 to 10.0.
Most of the communities felt that they had mid to good social capacity. There is growth to be achieved
in all communities, and the needs as discussed provide ways to improve that social capacity. The level of
need is read horizontally (left to right) and ranges from 2.75 to 8.5. All but one community felt they had
mid to high levels of need in their community.
Participants in most of the meetings felt that their communities have lots of work to do to meet local needs.
They also believed that, overall, communities have the necessary capacity to work together to overcome
these challenges. Communities with high levels of need and lower levels of social capacity will have added
challenges in meeting their needs.
The story that rang true at all community meetings is that people in rural and Aboriginal western Canada
have pride in their communities, their history, and their resilience. They have realistic pictures of their fu-
tures, are not looking for hand-outs, but are hoping for a hand-up to examine innovative solutions to long-
standing and emerging community problems.

WESTERN CANADA – BY THE NUMBERS
LOCATION
For the purposes of our study, we considered rural and Aboriginal communities in British Columbia, Al-
berta, Saskatchewan, and Manitoba. We used census geographical boundaries to define our communities.
We considered rural communities to be all census subdivisions (CSDs) outside of census metropolitan ar-
eas (CMAs are areas with core populations over 100,000) and census amalgamation areas (CAs are areas
with core populations over 10,000), or areas where 30% or more of the population drives to work in one
of these areas, and that are not designated as Aboriginal by Statistics Canada. Aboriginal communities
are those outside the CMAs and CAs that are designated as Aboriginal by Statistics Canada. Although the
data only allowed us to make the broad distinction discussed above, we recognize that there are all kinds of
people living in all kinds of communities. On average in western Canada, for instance, almost 10% of the
population of rural communities identify as Aboriginal.
Some of the data presented in this chapter, such as income and the value of housing, is expressed in dollar
terms. It is important to note that all dollar figures presented are in current dollar (or nominal) amounts
– i.e., they are expressed in terms of the prices that were in effect in the year in question (either 2006 or
2011). One of the consequences of using current dollar values is that some of the price or income increases
might simply reflect the overall rise in prices – i.e., inflation – that occurred between 2006 and 2011. To
give an idea of inflation during this five-year period, overall prices, as measured by the Consumer Price
Index, rose by roughly 7.5% in British Columbia, 11.3% in Alberta, 11.2% in Saskatchewan, and 8.5% in
Manitoba. If housing values, for instance, rose faster than these rates, then it can be concluded that housing
prices rose faster than inflation. It could also be concluded that other factors besides those underlying basic
inflation were at work in driving prices up.
A word is in order about the percentage change column. Regardless of the variable being considered, the
percentage change column represents the increase or decrease in a given variable as a percentage of the
original value of the variable. While this definition is straightforward in the case where the variable is ex-
pressed as a number, it can be a bit confusing when the variable is expressed as a percentage. To see how
the percentage change is calculated when the variable is expressed as a percentage, consider an example
that looks at the percentage of the population in a community that is Aboriginal. Suppose in 2006 that the
Aboriginal population in a community of 200 is 50. Thus, the percentage of the population that is Aborig-
inal is 25% (50 out of 200). Suppose that between 2006 and 2011, 10 Aboriginal people left and were re-
placed by 10 non-Aboriginal people; the result is that in 2011, the Aboriginal population would be 40 out
of 200, or 20% of the total. The percentage change in this case is the change between 25 and 20 expressed
as a percentage of 25, which is a 20% decrease to the Aboriginal population. Note that in this case the 20%
change is also the change in the actual population – i.e., the change from 50 to 40 expressed as a percent-
age of 50. Taking the simple difference between the two percentages – e.g., 25% minus 20%, or 5% – does
not represent the percentage change in the population and thus is not used. Additionally, please note that
while the numbers displayed in the tables do not have decimal points in them, for accuracy the calculations
of the percent change column were performed using the full number where they were available.
In western Canada, there are more than 1,200 rural communities and almost 500 Aboriginal communities
with a land area of over 2.3 million square kilometres. With less than one person for every square kilome-
19

3.2. DEMOGRAPHICS 20
tre of land, these communities face unique pressures and have unique strengths compared to their urban
counterparts. On average, residents of rural communities have to drive 131 kilometres to the nearest CA
and 240 kilometres to the nearest CMA. Aboriginal communities, in contrast, have to drive an average of
310 kilometres to the nearest CA and 670 kilometres to the nearest CMA. Relying on services provided in
central locations is not always realistic or desirable for these communities.
While each community has its own story to tell from its own numbers, there is power in seeing the story
shared among all these communities.
DEMOGRAPHICS
The demographics of a community have a signiﬁcant impact on its ability to create co-operatives. What
type of people make up communities and how they interact affects their needs, their business capacity,
and their social capacity. Young populations drive needs for education and daycare. Older populations
drive needs for seniors’ services. Having many people of working age may increase business capacity in
a community, and having individuals who have lived together for a long time may increase social capacity.
The presence of recent immigrants may indicate a healthy economy in a community, but may also indicate
changing needs. Both strengths and challenges are inherent in most demographic information. Changes
in any of these areas require communities to alter their services to meet the needs of their residents. Each
community understands its demographics differently and can be more or less successful at leveraging their
strengths to overcome their challenges.
We heard two common stories: the population of rural Canada is disappearing, and young populations are
driving growth in Aboriginal communities. In our study population, however, the data tell a somewhat dif-
ferent tale. The following discussion is an overview of the data presented in tables 3.1 and 3.2. For data
broken down to the provincial level, please see the tables in the Appendix.
Aboriginal communities continue to grow faster than their rural counterparts, but both types of communi-
ties saw increases in population between 2006 and 2011. While rural communities saw a population loss
of 1% between 2001 and 2006, there was a 2.0% increase between 2006 and 2011, resulting in an over-
all population increase between 2001 and 2011. Aboriginal communities saw a 9% increase in population
between 2001 and 2006, and an 11% increase between 2006 and 2011.
Young populations are holding relatively steady in both rural and Aboriginal communities, while the baby
boom generation continues to age. The overall composition of population in Aboriginal communities is
much younger than in rural communities, but individuals in both types of communities are getting older.
Both rural and Aboriginal communities saw a growth in the proportion of their population in the 45-64 age
group and in the 65-plus group. And both saw a loss in the proportion of their population in the under-15
age group, with a larger loss in Aboriginal communities.
The median age – the age at which half the population is older and half the population is younger – stayed
constant at 42 in rural populations, and rose by 1 year to 24 in Aboriginal communities. Although Aborigi-
nal communities are aging slightly faster than rural communities, they are still much younger overall.
In Manitoba, the number of children aged 14 and under rose, though this percentage declined in all three of
the other western provinces. In Saskatchewan and Manitoba, the population over age 65 remained steady,
but grew in Alberta and BC. All provinces saw increases in the percentage of the population between 45
and 64, indicating a healthy working population. Alberta has the youngest median age, at 38, while British
Columbia, which saw the largest change in population for its over-65 population, is oldest, with a median
age of 46.

These changes mean both Aboriginal and rural communities in western Canada will face increasing ser-
vice requests (e.g., transportation for accessing goods and services) for their older populations, while still
needing to address education, recreation, and infrastructure needs for families and younger people.
Another way to consider the impacts of demographics on co-operative development is to consider the pres-
sure put on people in the working-age category. Since youth and seniors typically do not work, often have
reduced access to resources, and may require greater service supports, a measure of the pressure placed on
the working-age population can be obtained by looking at the number of dependents for every 100 poten-
tial workers. Specifically, the dependency ratio is the number of youth (0 to 19 years) and seniors (65 or
older) relative to the number of people in the working-age population (20 to 64 years).
In rural communities across western Canada, the dependency ratio has fallen by 3%, and in Aboriginal
communities it has fallen by 7%. At a provincial level, there were reductions in the dependency rates in
Manitoba (2%), Saskatchewan (7%), and Alberta (3%). These changes reflect the growth in the percentage
of the population in the 45-64 age group. British Columbia, in contrast, saw an increase in its dependency
ratio, in part because of the growth in the 65-plus age category.
Table 3.1. Selected Demographic Variables for Western Canada, 2006 and 2011 – Part 1
Variable Rural Aboriginal % Change
2006 2011 2006 2011 Rural Abor.
Total Population 1,480,000 1,510,000 176,000 196,000 2 11
Population (as a % of total)
14 and under 18 17 33 31 -4 -5
15-24 12 11 18 17 -5 -1
25-44 27 26 31 31 -4 -2
45-64 27 29 14 16 6 15
65 and over 16 17 4 5 5 13
Median Age 42 42 23 24 0 7
Dependency Ratio 69 67 89 83 -3 -7
Language spoken at home (as a % of total population)
English 84 85 57 63 1 11
French 2 3 <1 <1 50 0
Other (incl. Aboriginal) 13 12 41 36 -8 -12
Aboriginal Origins 9 9 98 98 6 0
Generation within community (as a % of total population)
1st 9 9 1 0 -4 -49
2nd 21 17 1 1 -18 -30
3rd 70 74 98 98 6 1
One measure of social capacity (although not the only one, by any means) is the degree of homogeneity
in a community. Speaking a unified language may help increase social capacity. In rural communities, the
percentage of households where English was spoken as a first language increased by 1%, to 85%, while
the percentage of households where French was spoken as a first language increased by 1%, to 3%. Some-
what troubling, Aboriginal communities saw a 12% decrease in the number of people who spoke other
languages besides English and French (this includes Aboriginal languages), while the use of English in-
creased by almost the same amount. In Aboriginal communities, use of Indigenous language is often asso-
ciated with healthier community and cultural ties. It is unknown if this statistic is reflective of the problems
with the 2011 National Household Survey or reflective of changing language patterns.

Table 3.2. Selected Demographic Variables for Western Canada, 2006 and 2011 – Part 2
2006 2011 2006 2011 Rural Abor.
Migration in the last year (as a % of total migration)
Non-Movers 87 89 90 92 2 3
From out of Country 4 3 1 0 -25 -100
From out of Province 13 11 6 4 -25 -35
From within Province 40 39 49 38 -3 -24
From within Community 43 50 44 58 16 33
International immigrants by period of immigration (as a % of total immigrants)
Within the last 5 years 12 18 N/A N/A 50 N/A
Within the last 6-10 years 8 9 N/A N/A 13 N/A
Over 11 years ago 80 67 N/A N/A -16 N/A
British Columbia has the least linguistic diversity, with 96% of people speaking English as the main lan-
guage at home. Manitoba has the most diversity, with 85% of people speaking English as a first language.
Manitoba also has the highest concentration of French-speaking individuals in both rural and Aboriginal
communities.
Communities that have people who have lived together for generations may interact differently than com-
munities that are changing quickly. Communities build their stories, identity, and norms of interaction over
decades. Entrepreneurial drive, the willingness to try new ideas, and a reduced interest in the old ways of
doing things may be associated with changing populations.
In Aboriginal communities, there is little in-migration and the majority of the population has lived in the
community for three generations or more. In rural communities, the picture is somewhat different. By
2011, across western Canada, 74% of the population had lived in the community for three generations,
17% for two generations, and almost 9% were the first generation in the community. British Columbia had
the highest percentage of first-generation community members (12%) and Saskatchewan had the lowest
(3%). Among third-generation community members, British Columbia had the lowest percentage (68%)
and Saskatchewan had the highest (85%). And while Alberta and Manitoba had similar first-generation
numbers, Alberta had higher second-generation and lower third-generation numbers than Manitoba.
Large numbers of citizens moving within and between communities can sometimes indicate reduced social
capacity due to instability in living situations. In 2011, 89% of the rural population and 92% of the Aborig-
inal population did not change their place of residence (i.e., they were non-movers). These numbers reflect
a 2% increase in rural communities and a 3% increase in Aboriginal communities. Of those who did move,
roughly 50% moved from one location to another within the community (50% in rural communities; 58%
in Aboriginal communities), making it easier to maintain higher social capacity.
Of international migrants to rural communities in Canada, 18% have come in the last 5 years, an increase
of 50% from 2006. As recent immigrants, these groups may require greater settlement services, and de-
pending on their fit within their new community, the influx may result in cultural differences arising within
communities. These changes can affect both community needs and social capacity. Immigration does not
play a significant role in Aboriginal communities.

3.3. EDUCATION 23
EDUCATION
Although formal education is not the only indicator of business capacity, there are many business skills
that require specialized knowledge. The more diverse a community’s knowledge, the better prepared it
may be to provide its own services from within its population. The data for the following discussion is
found in table 3.3. For provincial level information please see the Appendix.
While the percentage of people with less than a high school education is still large (26% in rural communi-
ties and 61% in Aboriginal), there have been significant gains in reducing the percentage of people in this
category. Aboriginal communities increased the number of people with at least a high school diploma by
36% over the 5 years between 2006 and 2011. At a provincial level, Manitoba has the highest percentage
of the population with less than a high school education, while British Columbia has the lowest.
Rural communities saw gains in the percentage of the population that had achieved apprenticeship or uni-
versity attainment, while Aboriginal communities saw a decline in university attainment. British Columbia
has the highest levels of postsecondary study.
A notable difference between rural and Aboriginal communities in western Canada, one that is linked to
the higher rates of postsecondary attainment in rural communities, is the proportion of the population with
specific skills. In rural communities, the percentage of the population with business training is 4% higher
than in Aboriginal communities. In the area of technological skills, the percentage is 8% higher, in health,
5% higher, and in education, 2% higher. In the community meetings, health and education were listed as
important needs in Aboriginal communities. With fewer people in the communities trained to provide these
services, the intensity of need is likely to be greater.
In terms of the diversity of post-secondary training, Saskatchewan has the least concentration in any one
area; it also has less of a percentage of people trained in social/behaviour sciences and law than the other
provinces. Alberta and British Columbia both have a somewhat higher percentage of individuals with
math, computers and engineering training. British Columbia has a higher percentage than the other provinces
with arts, communications technology and humanities training.
HOUSING
Housing came up as a top need in almost every community meeting. Needs were identified for all types of
housing: rental housing, seniors’ housing, and affordable housing are just a few. Housing is a basic need.
Without housing, it is difficult if not impossible to focus on building the community in an entrepreneurial
or social manner. At the same time, if there is too much vacant housing in a community, it may be indica-
tive of a community in distress, either due to depopulation or poor housing conditions.
Table 3.4 presents data on housing in Aboriginal and rural communities in western Canada. Over the pe-
riod 2006-2011, there was little change in the make-up of owned and rented housing. Aboriginal commu-
nities seem to have transitioned some rented accommodations to band-owned housing. Vacancy rates have
remained constant.
The average value of the dwellings in rural communities increased by 52% in the period between 2006
and 2011 (recall that the values are in nominal terms). British Columbia had the smallest increase, at 28%;
the average value of a dwelling was $350,000 in 2011. Alberta and Manitoba both saw values increase
by 55%; the average value of a house in Alberta in 2011 was $300,000; in Manitoba, it was $170,000.
Saskatchewan housing values increased by 100% during the 2006-2011 period; in 2011, the average value
was similar to that in Manitoba. The number of owners spending more than 30% of their income on hous-

3.5. INCOME 24
Table 3.3. Selected Education Variables for Western Canada, 2006 and 2011
2006 2011 2006 2011 Rural Abor.
Achievement (% of population 15 and over)
No certificate, diploma, degree 37 26 67 61 -29 -9
High school diploma 25 28 13 18 13 36
Apprenticeship or trade, college or other non-
university
27 31 14 16 18 15
University certificate, diploma, bachelors degree 9 11 5 4 22 -9
University above bachelor’s 2 3 1 1 31 -27
Major (% of population 15 and over)
No post-secondary N/A 55 N/A 80 N/A N/A
Education N/A 5 N/A 3 N/A N/A
Arts, communications technology, humanities N/A 2 N/A 1 N/A N/A
Social/behaviour sciences, law N/A 3 N/A 2 N/A N/A
Business, public administration N/A 8 N/A 4 N/A N/A
Physical, life sciences, technology, agriculture, natural
resources, conservation
N/A 3 N/A 0 N/A N/A
Math, computer, information sciences, architecture,
engineering, related technology
N/A 13 N/A 6 N/A N/A
Health N/A 8 N/A 3 N/A N/A
Personal protection and transportation N/A 3 N/A 3 N/A N/A
ing did not change over the period, although the number of renters doing so increased by 9%. These num-
bers are fairly similar at the provincial level (see the Appendix for details).
INCOME
Table 3.5 presents data on income in rural and Aboriginal communities in western Canada (all figures in
nominal terms). The income that individuals have access to directly affects their ability to support business
through purchases or investment, or to donate to community initiatives.
Both Aboriginal and rural communities have seen an increase in their after-tax income over the 2006-2011
period. Individuals in Aboriginal communities earn less than their rural counterparts, a result that is con-
sistent with the lower levels of education in Aboriginal communities. Since the proportion of wages in
income is roughly the same between the two communities, it would appear that people in Aboriginal com-
munities are working fewer hours, have lower wages, or both.
Self-employment makes up a sizable proportion of income in rural communities (7%); in Aboriginal com-
munities, self-employment income is almost nonexistent. However, it was clear during the community
meetings that individuals in Aboriginal communities have high levels of entrepreneurship, shown through
a robust informal economy, although this informal experience may not translate into formal income. Co-
operative development requires both the experience to identify entrepreneurial opportunities and the expe-
rience to act on them.

3.5. INCOME 25
Table 3.4. Selected Housing Variables for Western Canada, 2006 and 2011
2006 2011 2006 2011 Rural Abor.
Dwellings (as a % of total dwellings)
Owned 80 79 22 22 -1 0
Rented 20 20 11 8 8 -27
Band Owned 1 1 68 70 0 3
Average value of dwellings $181,000 $275,000 N/A N/A 52 N/A
Vacancy Rate (%) 17 18 11 12 6 9
Spending over 30% of income on shelter (% of population)
Renters 22 24 N/A N/A 9 N/A
Owners 11 11 N/A N/A 0 N/A
Rural residents earn a greater proportion of their income from investments, pensions, and other market
income than do residents in Aboriginal communities. Due to their lower wage income, Aboriginal com-
munity residents do not have the same opportunity to contribute to the Canada Pension Plan, which means
lower payments in old age and more reliance on things like the guaranteed income supplement.
Aboriginal communities derive a much higher percentage of their income from child payments and other
forms of government assistance compared to their rural counterparts. At a community level, fewer sources
of income mean a greater risk should one income source dry up. As well, a higher reliance on government
payments means there is less opportunity to increase earnings to invest in other business opportunities,
including co-operative development.
At the provincial level (see Appendix for details), all four provinces saw in an increase in their after-tax
income between 2005 and 2010, with Alberta and Saskatchewan having the greatest increases. Alberta has
a higher median income ($29,000) and a higher percentage of income from wages and salaries (71%) than
do the other three provinces. Saskatchewan has the highest income from self employment (7%), British
Columbia the highest from pensions (8%), and Manitoba the highest in child benefits (8%).
Table 3.5. Selected Income Variables for Western Canada, 2006 and 2011
Variable Rural Aboriginal
Median individual after tax income
2005 $22,000 $9,000
2010 $28,000 $11,000
Income Composition (as a % of total income)
Wages & salaries 64 62
Self employment 7 < 1
Investment income 6 < 1
Pensions, superannuation, annuities 6 1
Other market income 2 1
Canada/Quebec Pension benefits 5 2
CPP, old age pension, guaranteed income supplement 5 6
Employment insurance benefits 2 3
Child benefits 2 16
Other government, including social assistance 2 8

3.6. LABOUR ACTIVITY 26
LABOUR ACTIVITY
How much time people spend working, and what type of work they do, affects both their availability for
co-operative development and the skill sets they bring to the process. If most of the people in a community
are engaged in paid employment, they may have less time available for volunteer work. People who are
self-employed bring valuable skill sets to development processes. High numbers of unemployed people
indicate untapped labour pools that can work in new endeavours. Table 3.6 presents data on labour activity
in western Canada.
The participation rate shows the percentage of the population that are either working or looking for work.
Both rural and Aboriginal communities saw a slight decrease in the participation rate over the period 2006
to 2011. There was a slight increase in the unemployment rate in rural communities during this time (in
2011, the unemployment rate sat at 6%). The unemployment rate in Aboriginal communities remained
high, at 26%.
It is interesting to compare unemployment rates and the percentage of income from Employment Insur-
ance. For a variety of reasons that have to do with the duration of work when it is available and the length
of the unemployment periods, the percentage of income from Employment Insurance is less than the un-
employment rate. In rural communities in 2011, Employment Insurance accounted for 2% of income,
while 6% of individuals were unemployed. In Aboriginal communities, Employment Insurance makes
up 3% of income, but 26% of individuals were unemployed. This differential coverage indicates that the
period and intensity of unemployment for individuals in Aboriginal communities are greater than for their
rural counterparts, and that periods of work may be insufficient to qualify for Employment Insurance.
The rate of self-employment in rural communities fell considerably between 2006 and 2011, from 24%
to 18%. More analysis is required to determine the reasons for this drop. The rates of self-employment in
Aboriginal communities is considerably less than that in rural communities.
The types of work that people are involved in is reflective of their education, the opportunities available in
their community, and the needs of the larger economy. Rural communities saw a significant decrease in the
percentage of people working in natural resources and agriculture, but an increase in the percentage of the
workforce working in both management and education. In Aboriginal communities, there was a substantial
decrease in the percentage of those working in the service industry and in the natural resources/agriculture
area, while the percentage of those working in education/social services increased significantly. By com-
bining the information on occupations with the types of needs that communities identify, it is possible to
determine if there are people skilled in the areas in which gaps were identified.
Where people are working has changed slightly at the provincial level. All four provinces saw an increase
in the percentage of people working in education, law, social service and in management. There were very
large decreases in employment in natural resources and agriculture, and a slight decrease in sales and ser-
vice. Both Alberta and Saskatchewan had a large increase in the percent of management occupations, and
a large decrease in the natural resources/agriculture. Trades, transport and equipment operators, and sales
and service make up the largest proportion of the occupations in all four provinces.
BUSINESS
The size and type of businesses in a community affect both the scope of skills and the availability of local
industry to support new initiatives. Opportunities to partner with existing industry, utilize existing skill
sets, and use the infrastructure already in place make co-operative development easier. Diverse businesses

3.7. BUSINESS 27
Table 3.6. Selected Labour Variables for Western Canada, 2006 and 2011
2006 2011 2006 2011 Rural Abor.
Participation rate (%) 68 67 48 44 -2 -8
Employment rate (%) 95 94 73 74 -1 2
Unemployment rate (%) 5 6 27 26 22 -4
Self-employed (%) 24 18 3 2 -25 -33
Occupations (as a % of all occupations)
Business, ﬁnance and administration 12 12 11 11 1 0
Art, culture, recreation, sport 2 2 2 1 -10 -60
Education, law, social service 6 10 15 24 62 61
Management 8 15 7 7 91 6
Manufacturing and utilities 4 4 4 2 -3 -41
Natural and applied sciences 3 4 2 1 16 -32
Natural resources, agriculture 18 7 10 7 -63 -26
Sales and service 21 20 28 22 -5 -21
Trades, transport and equipment operators 20 21 20 22 4 12
Other 1 1 12 13 10 11
operating in a community provide a variety of solutions to common problems in terms of economies of
scale, transportation, and access to skilled workers.
Between 2006 and 2011, rural and Aboriginal communities saw a reduction in the percentage of busi-
nesses focused on agriculture, with Aboriginal communities shifting towards construction and mining, and
rural communities shifting towards construction (see Figure 3.7).
The percent of businesses in agriculture/forestry/ﬁshing/hunting has been decreasing in all four provinces.
In Saskatchewan, however, these businesses still make up 54% of the businesses. In Manitoba the number
is 43%, in Alberta 29%, and in British Columbia 12%. Given that few business categories make up more
than 10% of the total, this category is still important in British Columbia despite its low level compared to
the other provinces.
There has been an increase in the percentage of businesses in the construction area. British Columbia
(15%) has the highest percentage in this category, and Saskatchewan (6%) the lowest. Real estate/rental/leasing
has also increased in all four provinces. Alberta has the highest percentage of businesses in mining/oil/gas
(6%), while the other provinces are in the 1% to 2% range.
In most communities, small businesses are by and far the most numerous. Owners and employees of small
businesses tend to be less specialized and have wider skills sets to manage the multiple requirements of
running a business. Since most co-operative development is in smaller-sized enterprises, the expertise nec-
essary to run these enterprises may often be present in the community.

3.7. BUSINESS 28
Table 3.7. Selected Business Variables for Western Canada, 2006 and 2011
2006 2011 2006 2011 Rural Abor.
Business Size (as a % of all businesses)
Small (up to 49 employees) 99 99 97 95 0 -2
Medium (50 to 99 employees) 1 1 2 3 0 50
Large (100 + employees) 1 < 1 1 2 < -1 100
Business Type (as a % of all businesses)
Accommodation, food service 4 4 5 5 -1 4
Admin. & support, waste mgmt. & remediation ser-
vices
3 3 2 3 3 48
Agriculture, forestry, ﬁshing, hunting 38 34 30 26 -9 -26
Construction 9 10 9 11 16 20
Educational services 1 1 2 1 -2 -51
Entertainment & recreation 1 1 2 2 -8 1
Finance and insurance 2 3 1 2 18 58
Health care, social assistance 2 3 6 5 18 -19
Information and culture 1 1 < 1 1 0 103
Management of companies 2 2 2 2 45 51
Manufacturing 2 2 2 2 -13 3
Mining, oil and gas 3 3 1 3 10 113
Professional, scientiﬁc, technical services 5 6 3 4 6 39
Public administration 1 1 6 5 0 -19
Real estate, rental and leasing 4 5 3 4 21 54
Retail 7 7 12 10 -6 -16
Transportation and warehousing 6 6 6 6 -6 -6
Wholesale trade 3 2 2 2 -10 0

CCS SCOTT NO. 98 – BY THE NUMBERS
INTRODUCTION – A WORD ABOUT THE DATA
This chapter presents statistical data for the census consolidated subdivision of Scott No. 98. A census
consolidated subdivision, or CCS, is a group of adjacent census subdivisions (these are typically rural mu-
nicipalities, counties, First Nation reserves, towns and villages). As a result, the data presents a picture of
what is going on over a fairly large geographical area, and may not capture what is going on in any particu-
lar part of that area (i.e., in a particular town or on a particular reserve).
The tables below contain information from the 2006 Census and the 2011 National Household Survey
(NHS). The 2011 voluntary NHS replaced the mandatory long form census that had previously been used
by Statistics Canada to collect demographic, family and family composition, dwellings, and language in-
formation. As the response rate for the NHS is much lower than the Census, not all of the communities had
responses for the variables below and some of the data is suspected to be inaccurate.
Some of the data presented in this chapter, such as income and the value of housing, is expressed in dollar
terms. It is important to note that all dollar figures presented are all in current dollar (or nominal) amounts
– i.e., they are expressed in terms of the prices that were in effect in the year in question (either 2006 or
2011). One of the consequences of using current dollar values is that some of the price or income increases
might just reflect the overall rise in prices – i.e., inflation – that occurred between 2006 and 2011. To give
an idea of inflation during this five year period, overall prices, as measured by the Consumer Price Index,
rose by roughly 7.5% in British Columbia, 11.3% in Alberta, 11.2% in Saskatchewan and 8.5% in Man-
itoba. If housing values, for instance, rose faster than these rates, then it can be concluded that housing
prices rose faster than inflation. As well, it could be concluded that other factors besides those underlying
basic inflation were at work in driving prices up.
It is also important to understand the way the percentage change column is calculated. Regardless of the
variable being considered, the percentage change column represents the increase or decrease in a given
variable as a percentage of the original value of the variable. While this definition is straightforward in the
case where the variable is expressed as a number, it can be a bit confusing when the variable is expressed
as a percentage. To see how the percentage change is calculated when the variable is expressed as a per-
centage, consider an example that looks at the percentage of the population in a community that is Aborig-
inal. Suppose in 2006 that the Aboriginal population in a community of 200 is 50. Thus, the percentage of
the population that is Aboriginal is 25% (50 out of 200). Suppose that between 2006 and 2011, 10 Aborig-
inal people left and were replaced by 10 non-Aboriginal people; the result is that in 2011, the Aboriginal
population would be 40 out of 200, or 20% of the total. The percentage change in this case is the change
between 25 and 20 expressed as a percentage of 25, which is a 20% decrease to the Aboriginal popula-
tion. Note that in this case the 20% change is also the change in the actual population – i.e., the change
from 50 to 40 expressed as a percentage of 50. Taking the simple difference between the two percentages
– e.g., 25% minus 20%, or 5% – does not represent the percentage change in the population and thus is not
used. Additionally, please note that while the numbers displayed in the tables do not have decimal points
in them, for accuracy the calculations of the percent change column were performed using the full number
where they were available.
29

4.2. LOCATION 30
The tables in this chapter provide a comparison between the CCS and the province as a whole. It is impor-
tant to note that the provincial data refers to all rural and Aboriginal communities within the province and
does not incorporate data on urban centres. In other words, the data provides a comparison between the
particular rural or Aboriginal community in question and all of the rural and Aboriginal communities in
the province.
LOCATION
Census Consolidated Subdivision Scott No. 98 (CCS Scott) is located in southern Saskatchewan.
CCS Scott contains amalgamated data for the rural municipality of Scott No. 98, the village of Lang, and
the town of Yellow Grass.
The largest community within the CCS, Yellow Grass is located at the junction of highways 621 and 39,
approximately 30 km northwest of Weyburn and 90 km southeast of Regina.
Elevation within CCS Scott ranges around 1,900 feet above sea level, while the terrain is prairie grassland.
COMMUNITY OVERVIEW
The sections below provide detailed statistics on CCS Scott. It should be noted that some of this data is un-
available for the CCS and the results below may be inaccurate. Taken together the results indicate that CCS
Scott has been growing over the period 2006-2011. It has been able to both increase its population, and be-
come younger. The vast majority of the people have lived in the community for a long period of time (three
generations or more), and there are relatively high levels of in-migration. CCS Scott has high levels of ed-
ucational achievement and relies heavily on the trades and apprenticeships for formal training. In 2006 the
median income in the CCS was higher than the provincial average. The vast majority of businesses within
the CCS are in agriculture, forestry, ﬁshing, and hunting, and a high percentage of the population is self-
employed.
DEMOGRAPHICS
Compared to Saskatchewan as a whole, CCS Scott has a similar aged population, with a lower percent-
age of youth and a higher percentage of seniors. As a result, the median age for CCS Scott is about the
same as that of the province – in 2011, half the population in CCS Scott was over 41 years of age, while in
Saskatchewan half the population was over 42 years of age.
The dependency ratio is the number of youth (0 to 19 years) and seniors (65 or older) relative to the num-
ber of people in the working-age population (20 to 64 years). Since the youth and seniors typically do not
work, the dependency ratio provides an estimate of the number of “dependents” for every 100 potential
“workers.” The lower dependency ratio in CCS Scott compared to Saskatchewan as a whole suggests lower
demands on social services such as health care. This drop in the dependency ratio from 82% in 2006 to
59% in 2011 is the result of a drop in the under 20 and over 65 population within the CCS.
The primary language spoken at home is English. However, in 2011 there was an increase in the percent-
age of the population that speaks another language – namely German. Although not directly linked to co-
op development or success, additional languages can be an important skill set depending on your client
base and type of co-operative.

4.5. EDUCATION 31
The percentage of Aboriginal peoples living in the CCS was reported as zero in both 2006 and 2011. This
is much lower than the provincial average of 21% in 2006 and 30% in 2011, especially given the growth in
Aboriginal population across Canada during this time frame.
CCS Scott had a fairly high number of individuals move into the area in both 2006 and 2011. The majority
of the population in the CCS has lived within their respective community for three or more generations.
The result is a population that has a high level of understanding of community needs, experience with
combining skills and abilities to meet these needs, and a potentially high level of social capacity.
Table 4.1. Selected Demographic Variables for CCS Scott, 2006 and 2011
Variable Saskatchewan CCS Scott % Change
2006 2011 2006 2011 SK CCS
Total Population 360,000 376,000 700 800 4 14
14 and under 20 29 17 16 -4 0
15-44 38 37 32 39 -3 21
45-64 25 27 30 28 8 -5
65 and over 17 17 21 16 -1 -25
Median Age 41 42 46 41 2 -11
Dependency Ratio 81 75 82 59 -7 -28
English 92 92 99 97 0 -2
French <1 <1 0 0 n.c. n.c.
Other 7 6 1 3 -14 200
Migration into the community in the last year
Total # 35,000 20,000 55 50 -43 -9
As a % of the total population 10 9 8 22 -10 185
Aboriginal Origins 21 30 0 0 43 n.c.
1st N/A 3 N/A 0 N/A N/A
2nd N/A 12 N/A 13 N/A N/A
3rd N/A 85 N/A 87 N/A N/A
n.c – Not calculated.
Note: The variables for aboriginal, migration, and generation for 2011 were not reported
for in the town of Yellow Grass. As a result the information for 2011 for these variables is
not a true reﬂection of the CCS.
EDUCATION
When looking at educational achievement, one of the biggest indicators of success is having a low percent-
age of the population without a certiﬁcate, diploma, or degree. This means that a higher percentage of the
population has completed some form of formalized education. Educational achievement in 2006 was much
better in the CCS than the province; this situation continued to improve, with only 12 percent of the popu-
lation not having completed formal education in 2011. Though this number is to be celebrated, the lack of
data for the town of Yellow Grass in 2011 means that this percentage is likely inaccurate.

4.6. HOUSING 32
Similar to the rest of western Canada, the CCS has a greater percentage of continuing education at the ap-
prenticeship, trades, and college level. In comparison to the rest of the province there are similar levels of
university education. While continuing education levels are not the best measure of the skills and abilities
of individuals and are not directly linked to, or a requirement of the development of co-ops or the success
of a co-op, special areas of expertise may be required for certain types of co-ops.
Table 4.2. Selected Education Variables for CCS Scott, 2006 and 2011
2006 2011 2006 2011 SK CCS
No certificate, diploma, degree 44 36 20 12 -17 -43
High school diploma 23 27 40 50 19 24
Apprenticeship or trade, college or other non-university 23 26 25 27 16 6
University certificate, diploma, bachelors degree 9 9 12 12 -1 -6
University above bachelors 1 1 2 0 -10 -100
Table 4.3. Selected Education Variables for CCS Scott, 2011
Variable Saskatchewan CCS Scott
Education 5 N/A
Arts, communications technology, humanities <1 N/A
Social/behaviour sciences, law 1 N/A
Business, public administration 6 N/A
Physical, life sciences, technology, agriculture, natural 2 N/A
resources, conservation
Math, computer, information sciences, architecture, 9 N/A
engineering, related technology
Health 6 N/A
Personal protection and transportation 2 N/A
Note: Neither of the education variables was reported in the town of Yellow Grass in 2011. The data
for the education major variable was deemed unreliable and is therefore not being used in this report.
HOUSING
Housing was one of the top ten needs identified in the community meetings held across western Canada.
Many participants noted a need for more housing and a greater variety of housing types, in particular rental
and affordable housing.
Compared to the province of Saskatchewan, CCS Scott has a much higher percentage of housing that is
owned, and a lower percentage that is rented. The vacancy rate for the CCS was below the provincial aver-
age in 2006 and dropped to a low rate of 6% in 2011.
The cost of housing in CCS Scott is below that in Saskatchewan, though the increase in value between
2006 and 2011 is higher in the CCS than in the province. In 2006 there was a slightly lower percentage
of the population spending over 30% of their income on shelter than the province.

4.7. INCOME 33
Table 4.4. Selected Housing Variables for CCS Scott, 2006 and 2011
2006 2011 2006 2011 SK CCS
Owned 76 70 89 95 -8 7
Rented 17 16 11 0 -6 -100
Band Owned 7 12 0 0 72 n.c.
Average value of dwellings $88,000 $176,000 $82,000 $169,000 100 106
Spending over 30% on shelter (% of population) 12 15 11 N/A 25 N/A
Vacancy Rate (%) 18 17 14 6 -6 -57
Note: Note: The variables for housing ownership and average value of dwellings were not reported in the town of
Yellow Grass in 2011. Spending over 30% of income on shelter was not reported in the village of Lang or the town of
Yellow Grass in 2011. As a result the information for these variables is not a true reflection of the CCS.
INCOME
In 2005 the median individual income in Yellow Grass was above that of the province. Unfortunately, a
lack of data for the remaining variables prevents additional commentary on income within the CCS.
LABOUR
Labour activity data provides an indication of how many people are working and what they are doing.
In general the employment situation within the CCS is better than that of the rest of the province, with a
higher participation and employment rate, and a much lower rate of unemployment.
The percentage of self-employed individuals is also higher than the provincial average. This is interesting
as many of the skills and abilities learned and honed through self-employment are required for the devel-
opment and success of co-operatives.
It is important to note that the occupations listed in the table above are reflective of the occupations of the
population living within CCS Scott and may not be representative of the types of occupations available in
the CCS as individuals may commute for work outside of the CCS. The largest number of occupations is
in the management industry, followed closely by natural resources and agriculture.
BUSINESS
The vast majority of businesses in both Saskatchewan and CCS Scott have less than 50 employees and are
considered small.
When looking at the types of businesses that operate, the majority in both CCS Scott and Saskatchewan
are in the agriculture, forestry, fishing, and hunting category. The businesses in CCS Scott are particularly
concentrated in this area, with over 71% of the businesses falling into this category. This pattern may in
part be explained by the close proximity to both Weyburn and Regina.

4.9. BUSINESS 34
Table 4.5. Selected Income Variables for Scott No. 98, 2010
Variable Saskatchewan CCS Scott
2005 $19,000 $20,000
2010 $24,000 N/A
% Change 26 N/A
Wages and salaries 60 N/A
Self employment 7 N/A
Investment income 6 N/A
Pensions, superannuation, annuities 4 N/A
Other market income 2 N/A
Canada/Quebec Pension benefits 4 N/A
CPP, old age pension, guaranteed income 5 N/A
Employment insurance benefits 2 N/A
Child benefits 6 N/A
Other government, including social assistance 4 N/A
Note: Much of the data for the table above was not available for the CCS. Income compo-
sition was not available for the CCS, and the median individual after tax income was only
reported in 2005 in the community of Yellow Grass.
Table 4.6. Selected Labour Variables for CCS Scott, 2006 and 2011
2006 2011 2006 2011 SK CCS
Participation rate (%) 66 61 64 82 -7 27
Employment rate (%) 94 93 100 100 -1 0
Unemployment rate (%) 6 7 0 0 17 n.c.
Self-employed (%) 28 20 32 30 -29 -6
Business, finance and administration 11 11 4 13 -1 211
Health 5 5 10 0 0 -100
Management 6 21 0 47 217 n.c.
Natural resources, agriculture and related. 28 7 36 40 -70 -38
Sales and service 19 20 23 0 3 -100
Trades, transport and equipment operators 17 19 14 0 0 -100
Note: None of the above variables were reported in the town of Yellow Grass in 2011. As a re-
sult the information for 2011 for these variables is not a true reflection of the CCS.

4.9. BUSINESS 35
Table 4.7. Selected Business Variables for CCS Scott, 2006 and 2011
2006 2011 2006 2011 SK CCS
Small (up to 50 employees) 99 99 100 100 0 0
Medium (50 to 100 employees) <1 <1 0 0 n.c. n.c.
Large (101 + employees) <1 <1 0 0 n.c. n.c.
Agriculture, forestry, fishing, hunting 58 54 75 71 -7 -5
Construction 4 6 3 4 50 33
Management of companies 2 3 1 0 50 -100
Manufacturing 2 1 2 2 -50 0
Other services 4 5 3 2 25 -33
Professional, scientific, technical services 2 3 2 3 50 50
Public administration 2 2 2 2 0 0
Retail 5 5 3 2 0 -33
Transportation and warehousing 4 4 2 2 0 0
Wholesale trade 3 2 2 1 -33 50
Note:The variable for business type was not reported in the village of Lang in 2011. As a result
the data presented above is not a true reflection of the CCS.

YELLOW GRASS, LANG AND THE RM OF SCOTT –
WHAT YOU TOLD US
With twenty-two people in attendance, we formed two discussion groups to brainstorm as many commu-
nity needs as possible. One of the groups was composed entirely of Yellow Grass residents, while the other
was comprised of Lang residents and newcomers to the communities. From the group discussions, we cre-
ated a master list of common needs and used it to explore conventional solutions to problems, including
business creation, volunteerism, and government intervention, as well as alternative solutions such as the
formation of a co-operative.
COMMUNITY
MEETING
YELLOWGRASS
LANG
RM OF SCOTT
Come share an
evening with us
to talk about
your community
SENIOR’S DROP-IN CENTRE, YELLOWGRASS
RSVP BY MARCH 16. FOR MORE INFORMATION, CONTACT
MIRANDA 306.966.8502 | MIRANDA.GOUCHIE@USASK.CA
THURSDAY 19 MARCH 5:30PM-8:30PM
FREE DINNER & DOOR PRIZES! PRE-REGISTER
FOR A CHANCE TO WIN AN IPAD MINI
Figure 5.1. Community Meeting Advertisement Poster
SOCIAL CAPACITY
Social capacity is one of the factors required for co-operative development. Social capacity is the ability
of people in a community to work together, as well as the willingness of the community to allow people to
work together. It extends beyond volunteerism to the dynamics of everyday life in an area.
Participants commented that Lang and Yellow Grass act as bedroom communities to nearby Weyburn, and
in some cases, Regina, mainly due to the lower housing prices. Because people are commuting, they spend
less time in the community and are less able to contribute to improving its quality of life. Many partici-
pants felt that the solutions identiﬁed to address problems in the community were not feasible due to the
large number of people who travel out of the community every day and are not interested in volunteer-
ing or solving problems. For example, although Yellow Grass lacks a convenience store, some argued that
36

5.2. BUSINESS CAPACITY 37
this was not an urgent problem because there are people who commute daily to Weyburn or Regina. Par-
ticipants also noted that Yellow Grass and Lang do not often collaborate to solve problems or to discuss
common issues.
BUSINESS CAPACITY
Business capacity represents the business skills and capabilities in the community that are available for
new business start-ups or for business expansion. Business know-how can come from a variety of sources:
education and training, employment, current businesses in a community, and volunteering. For economic
development to occur in a community, business capacity must either be present or it must be developed.
While business capacity is required for co-operative development to occur, the mere presence of business
capacity is not sufficient – communities also need social capacity and innovative ideas regarding how to
use existing resources to meet unmet needs.
The communities have few businesses and are unwilling to upset the existing businesses and their cus-
tomer base. Many participants did not see the need to develop businesses in Yellow Grass because they
frequently travel outside of the area.
Participants also believed that it may be difficult to create a new business and keep it open because of both
the small customer base and the fact that average business costs are lower in urban areas. Participants from
Lang tied the inability to open new businesses specifically to the decline associated with the closure of the
local school. The discussion focused on a business’s ability to create a profit rather than filling an identified
need.
NEEDS AND SOLUTIONS
Co-operatives are almost always developed in response to unmet needs. A “need” is anything that a com-
munity believes is missing or inadequate. Filling that need would make life better. But there are differences
among needs. Some can be big and even undefined, such as “more jobs” or “less crime.” Other needs are
well defined, sharp, somewhat more urgent, and potentially solvable, such as a local grocery store, a day-
care, a farmers’ market, or an oilseed crushing plant. Only a community can decide which needs can and
must be addressed, when, and how.
Table 5.1 presents the top ten needs that came up in discussion at the meeting.
Table 5.1. Top Ten Needs in Yellow Grass and Lang
Entertainment and Culture
Communication
Emergency Services
Community Barriers
Volunteerism
Recreation
Policing Support
Industry and Business Development
Safety
Youth

5.3. NEEDS AND SOLUTIONS 38
Participants explained that because Yellow Grass is a “bedroom community,” they find it difficult to get
to know both each other and newcomers. People move to the area because of the lower housing prices but
have few chances to integrate, or to get to know their neighbours or the community groups. This was par-
ticularly evident among those who had moved to the area but did not have children or were not seniors.
The limited opportunities for engagement reduced their ability to interact with others – many people get
involved through the school or the Seniors’ Drop-in Centre. Participants suggested that a restaurant or cof-
fee shop might fill this need and would likely be pursued by a private entrepreneur. Informal meetings in
the workplace could also foster a sense of community.
Some suggested the implementation of more formal newcomer services to welcome people to the area.
Others thought communication pieces such as well-maintained bulletin boards or community newsletters
could let everyone know about services and events. Some feared that these approaches may not be very ef-
fective, as some people, for instance, pick up their mail outside of the community, making it more difficult
to distribute a newsletter.
Despite the number of young families in the area, the communities lack activities for children and youth.
Participants felt that recreation facilities needed improvement. The area has an excellent arena but could
use better facilities for activities such as tennis and baseball. Some participants felt that few solutions were
feasible due to liability issues and associated start-up costs. A skate park, for example, was believed to be
a substantial liability issue for government and might also cause security issues because of the people who
may spend time there. Participants were also concerned about safety, policing, and emergency services.
The communities no longer have a doctor. All emergency services come from Milestone, which is about
ten minutes from Lang and twenty minutes from Yellow Grass. Several seniors who participated in the
meeting felt uneasy knowing that health and emergency services are located some distance away.
The lack of police presence has meant that speed limits are poorly enforced, especially near the highway.
Participants noted that it is often difficult to turn onto the highway due to the number of people who speed.
Participants suggested implementing more signage to make people aware of speed limits, or introducing a
radar system to detect those exceeding the limit.
The participants from Yellow Grass and Lang had some notable differences in their perspectives. Table 5.2
highlights the needs discussed by the two groups (the needs are presented in the order in which they were
discussed).
Table 5.2. Comparison of Community Needs
Group 1 (Lang) Group 2 (Yellow Grass)
First responders Grocery store/convenience store
Community involvement/awareness Youth activities
Highway safety Daycare
Emergency services Emergency services
Youth activities Health care
Housing Community involvement/awareness
Health care Volunteering
Participants from Yellow Grass noted that their community is highly resistant to change and may regard
any attempt to fill a need in an unconventional way as a threat to the status quo. There was little feeling
that things can or should change, despite the needs that were identified.

5.4. CO-OPERATIVE SOLUTIONS 39
CO-OPERATIVE SOLUTIONS
After discussing conventional solutions, the conversation turned to alternative solutions such as co-operatives
as a means to meet needs. Participants had little prior knowledge of co-operatives, although most were
aware of mainstream co-op examples such as the food store, gas station, and credit unions. Overall, the
community is more focused on improving other dynamics of community life, such as volunteerism, than
on coming together to solve their problems through co-operatives. Most believed there would be a lack of
community support, stemming from a desire to avoid upsetting existing businesses. Participants from both
Yellow Grass and Lang thought that there were not enough community members interested in change.
NEEDS AND SOCIAL CAPACITY – A SUMMARY IN PICTURES
Participants were asked to indicate what they believed to be the level of need and social capacity in their
community. Based on the results presented in ﬁgure 5.2, the majority of participants believe that their com-
munity has many needs. While there is some disagreement around social capacity, most believe that it is
on the lower side. As discussed above, the community has limited involvement in development initiatives
since there is some uncertainty around how this could be organized. However, those engaged in the com-
munity and who recognize the skills of the residents may believe social capacity can be higher.
Figure 5.2. Community Needs and Social Capacity in Yellow Grass, Lang and the RM of Scott

CONCLUSION
Co-operatives have a long and rich history. Various forms of co-operation and mutual enterprise among
people have existed for thousands of years. Formal co-operative businesses, with legal structures and writ-
ten bylaws, emerged about two hundred years ago. Since then, co-operatives have spread to all parts of
the world. Virtually every activity imaginable has the potential to use the co-operative business model to
harness more of the decision-making power, spread the risk and reward, and build back into communities.
Co-ops can be found in the marketing of everything from milk to ﬁsh to art; in the purchase of goods for
life, work and play; and in the provision of co-operative housing, recreation, day care, funeral services, in-
surance, health care, transportation, restaurants and pubs, and jobs, to name just a few. A co-op can be built
by a group of people, or by, for example, a group of businesses or band councils or municipalities.
Co-operatives are an important part of western Canada, and have allowed communities – through local
ownership and control – to develop and sustain themselves. Co-ops, however, do not just materialize when
needed. They require a great deal of work – both by the members of the co-operative and by those that
are called upon to support the co-op, whether it is in the early stages of development or later on when the
co-op is operational. The research presented in this report outlines some of the things that need to be con-
sidered when forming a co-operative.
If you are interested in learning more about co-operatives, ideas for kinds of co-ops, and the process by
which they are developed, the following websites have excellent resources. As well, the Centre for the
Study of Co-operatives, or your provincial co-op association, would be delighted to point you in the right
direction.
REFERENCE MATERIAL
• What is a Co-op?
http://www.uwcc.wisc.edu/whatisacoop/
• Co-op Development Steps
http://www.sask.coop/co-op_development_steps.html
• Co-operative Innovation Project
https://coopinnovation.wordpress.com/
• Co-op Legislation in Canada
http://usaskstudies.coop/publications/co-op-legislation-in-canada.
php
• Books and Booklets
http://usaskstudies.coop/publications/books,-booklets,-proceedings/
index.php
• Co-operatives Mutuals Canada
http://canada.coop/
• International Co-operative Alliance
http://ica.coop/
40

APPENDIX TABLES
Table 7.1. Selected Demographic Variables for Western Canada — Part I, 2006 and 2011
Variable British Columbia Alberta Saskatchewan Manitoba
2006 2011 2006 2011 2006 2011 2006 2011
Total Population 439,000 446,000 550,000 570,000 360,000 376,000 302,000 314,000
14 and under 16 15 21 20 20 19 22 21
15-44 38 36 43 41 38 37 40 39
45-64 31 32 24 26 25 27 23 25
65 and over 15 17 12 13 17 17 15 15
Median Age 44 46 37 38 41 42 38 39
Dependency Ratio 60 61 68 66 81 75 79 77
English 96 96 91 91 92 92 86 85
French < 1 1 1 1 <1 <1 2 1
Other 2 1 7 7 7 6 12 12
Migration into the community in the last year
Total # 37,000 21,000 46,000 26,000 35,000 20,000 16,000 10,000
As a % of the total population 9 6 9 6 10 9 6 4
Aboriginal Origins 12 15 14 18 21 30 29 37
1st N/A 12 N/A 7 N/A 3 N/A 7
2nd N/A 19 N/A 14 N/A 12 N/A 11
3rd N/A 68 N/A 79 N/A 85 N/A 82
41

42
Table 7.2. Selected Demographic Variables for Western Canada — Part II, 2006 and 2011
2006 2011 2006 2011 2006 2011 2006 2011
Migration in the last year (as a % of total migration)
Non-movers 84 87 85 88 90 91 90 91
From out of Country 4 2 4 2 2 1 5 5
From out of Province 12 10 15 10 13 10 9 7
From within Province 41 36 39 36 43 33 41 35
From within Community 43 49 42 50 42 46 45 49
International immigrants by period of immigration (as a % of total immigrants)
Within the last 5 years 7 8 14 21 11 38 22 30
Within the last 6-10 years 7 5 9 11 7 7 10 12
Over 10 years ago 86 83 75 61 80 27 67 47
Table 7.3. Selected Education Variables for Western Canada, 2006 and 2011
2006 2011 2006 2011 2006 2011 2006 2011
No certiﬁcate, diploma, degree 29 22 40 30 44 36 49 41
High school diploma 27 28 24 27 23 27 21 24
Apprenticeship or college 29 32 27 32 23 26 23 23
University 11 13 8 9 9 9 9 9
University above bachelor’s 4 5 2 2 1 1 2 2
No post-secondary N/A 50 N/A 56 N/A 62 N/A 65
Education N/A 5 N/A 4 N/A 5 N/A 5
Arts, communications technology, humanities N/A 4 N/A 2 N/A <1 N/A 2
Social/behaviour sciences, law N/A 4 N/A 2 N/A 1 N/A 2
Business, public administration N/A 8 N/A 7 N/A 6 N/A 6
Life sciences; agriculture N/A 4 N/A 3 N/A 2 N/A 2
Math, computers & engineering N/A 14 N/A 14 N/A 9 N/A 8
Health N/A 8 N/A 7 N/A 6 N/A 7
Personal protection and transportation N/A 4 N/A 3 N/A 2 N/A 2
Note: Life Sciences: Physical, life sciences, technology, agriculture, natural resources, conservation; Math
and engineering: Math, computer, information sciences, architecture, engineering, related technology; Ap-
prenticeship or college: Apprenticeship or trade, college or other non-university.

43
Table 7.4. Selected Housing Variables for Western Canada, 2006 and 2011
2006 2011 2006 2011 2006 2011 2006 2011
Owned 78 78 77 76 76 70 72 67
Rented 21 20 20 20 17 16 19 18
Band Owned 1 2 3 5 7 12 10 15
Average value of dwellings ($) 275,000 351,000 189,000 293,000 88,000 176,000 110,000 172,000
Vacancy Rate (%) 20 23 10 12 18 17 20 19
Spending over 30% of income on shelter (% of population)
Renters 39 41 29 32 28 29 28 28
Owners 17 17 14 16 11 9 11 11
Table 7.5. Selected Income Variables for Western Canada, 2006 and 2011
2005 22,000 23,000 18,000 18,000
2010 26,000 29,000 24,000 21,000
Wages and salaries 64 71 60 62
Self employment 3 3 7 5
Investment income 4 5 6 3
Pensions, superannuation, annuities 8 3 4 5
Other market income 2 1 2 1
Canada/Quebec Pension benefits N/A 3 4 4
CPP, old age pension, guaranteed income supplement 5 4 5 6
Employment insurance benefits 2 2 2 2
Child benefits 3 5 6 8
Other government, including social assistance 4 3 4 4

44
Table 7.6. Selected Labour Variables for Western Canada, 2006 and 2011
2006 2011 2006 2011 2006 2011 2006 2011
Participation rate (%) 64 61 72 70 66 61 62 60
Employment rate (%) 92 90 95 94 94 93 93 91
Unemployment rate (%) 8 10 5 6 6 7 7 8
Self-employed (%) 19 16 22 17 28 20 21 14
Business, ﬁnance and administration 12 12 13 13 11 11 12 11
Art, culture, recreation, sport 3 3 1 1 1 1 1 1
Education, law, social service 7 11 6 10 7 11 8 15
Health occupations 4 5 5 5 5 5 6 7
Management 9 11 8 14 6 21 7 14
Manufacturing and utilities 6 5 4 4 3 2 4 4
Natural and applied sciences 5 5 3 3 2 1 2 3
Natural resources, agriculture 9 6 18 7 28 8 19 6
Sales and service 24 22 21 19 19 20 23 21
Trades, transport and equipment operators 21 20 22 23 17 19 17 18
Other 1 2 1 1 2 2 2 3

45
Table 7.7. Selected Business Variables for Western Canada, 2006 and 2011
2006 2011 2006 2011 2006 2011 2006 2011
Small (up to 50 employees) 98 98 99 99 99 99 99 99
Medium (50 to 100 employees) 1 1 1 1 <1 <1 1 1
Large (101 + employees) 1 1 1 1 <1 <1 1 1
Accommodation, food service 7 8 3 3 3 3 4 3
Admin./support/waste mgmt./remed. services 4 4 3 3 1 1 2 2
Agriculture, forestry, ﬁshing, hunting 14 12 32 29 58 54 47 43
Construction 14 15 10 12 4 6 7 9
Educational services 1 1 1 1 <1 <1 1 1
Entertainment and recreation 3 3 1 1 1 1 2 1
Finance and insurance 2 3 2 2 2 2 2 3
Health care, social assistance 4 4 2 3 2 2 3 4
Information and culture 1 1 1 1 <1 <1 1 1
Management of companies 2 2 1 2 2 3 1 2
Manufacturing 4 3 2 2 2 1 3 2
Mining, oil and gas 1 1 5 6 2 2 <1 1
Professional, scientiﬁc, technical services 8 8 7 7 2 3 3 3
Public administration 1 1 <1 <1 2 2 1 1
Real estate, rental and leasing 8 9 4 5 2 3 3 4
Retail 10 9 6 6 5 5 8 7
Transportation and warehousing 6 5 8 7 4 4 5 5
Utilities <1 <1 <1 <1 <1 <1 <1 <1
Wholesale trade 3 2 3 2 3 2 3 3

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