Past Studies
Here are a few examples, from the
hundreds of management consulting assignments that have been undertaken by
Ference Weicker & Company, which illustrate the wide range of services
that we provide.
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The agri-food industry
is undergoing a period of unprecedented change. BC producers face increasing
pressure from low-cost competitors at a time when the costs of many
of our key inputs are increasing. Consumers are becoming more
demanding, product life cycles are shortening, and the level of
market segmentation is increasing. Consolidation is occurring
at all levels of the food chain. Unemployment rates in BC
have declined to a generational low, making it hard to attract and
keep the workers we need. Environmental pressures and incidence of
urban/rural conflicts are increasing. Technology is changing how
we develop, produce and market our products.
How well we react to
these changes will determine the future of the agri-food industry in
BC. With that in mind,
the Investment Agriculture Foundation of British Columbia, the BC
Agriculture Council, the BC Food Processors Association and other
organizations commissioned Ference Weicker & Company to (1)
identify and assess key issues that are strategically important to
the overall long-term success of the BC agri-food industry; and (2)
to define specific strategies and meaningful actions that industry,
government and the Investment Agriculture Foundation of BC can
pursue to assist industry to expand, diversify and enhance its
competitive position and build a stronger industry future. The results are available at
http://www.iafbc.ca/current.initiative.htm. The recommendations are now
being implemented by the Investment Agriculture Foundation of BC as
well as the Federal and Provincial Government.
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The Interactive Business
Planner (IBP), which was designed and developed by Ference Weicker
& Company, is an online computer software program that uses the
capabilities of the Internet to assist entrepreneurs in preparing a
3-year business plan for their new or existing business. With the
IBP, entrepreneurs are guided through each section of their business
plan using a question and answer format, learn definitions and tips,
view sample business plans to help them write their own plan; have
financial projections prepared for them, based upon the information
they provide; and use the power of the Internet to assist them in
researching their business plan. The IBP has been used by
thousands of small businesses throughout the world to prepare
business plans. It
received the Government in Technology (GTEC) Distinction Award,
which formally recognizes and celebrates leadership, innovation and
excellence in enabling and managing e-government within the public
sector. The Canadian
version of the IBP is available at http://www.cbsc.org/ibp/en/index.cfm.
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Recognizing the potential importance of
innovation to regional economic development in British Columbia,
Western Economic Diversification Canada (WD) and the BC Regional
Science & Technology Network (BCRSTN) came together to
commission a review of the existing infrastructure that is available
to support innovation in the regions and to develop recommendations
regarding potential improvements. The result was a ground-breaking
study (available at http://www.bcrstn.com/downloads/PIC_Final_Report_April_29-03.pdf)
that, for the first time, developed a detailed profile of innovation
activities occurring in the regions, clearly demonstrated the
importance of innovation to regional economic development, and
prepared a detailed roadmap for improving rural innovation
performance.
Implementation of the roadmap is well underway, focusing on
(1) strengthening the capabilities of communities and regions in
planning, developing, and implementing strategies and actions to
improve innovation performance; (2) enhancing the research
infrastructure serving the regions, through institutions such as the
University of Northern BC and the University Colleges in rural BC;
(3) developing and retaining a highly skilled work force to support
innovation; (4) increasing access to financing, particularly at the
early stages of business development by the creative application of
venture capital and debt financing options; (5) assisting in the
development of and access to markets for regional innovation
companies through the development of needed skills sets and linkages
to relevant contacts and resources; (6) fostering an innovation
culture through awareness, awards programs, and recruitment
strategies involving the key stakeholders (i.e. industry, labour,
education/research institutions and government); (7) improving the
business environment for innovation through sharing “best practices”
related to management, high tech business start-up support and
entrepreneurial training; and (8) promoting the development of new
rural clusters where promise is shown and acting as a catalyst to
the enhancement of existing clusters.
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On behalf of the
Leadership and Management Development Council of BC, Ference Weicker
& Company designed and developed the Small Business Check-up (www.smallbusinesscheckup.com)
to assist entrepreneurs looking to improve their existing
business. The Small
Business Check-up is designed to assist business managers and owners
develop an action plan to improve their business operations. The Small Business Check-up
uses a four-step process whereby an entrepreneur (1) first answers a
series of questions about their business, background, objectives,
skills, strengths and weaknesses, and management practices; (2)
compares their responses to those of other small business owners and
managers; (3) identifies potential opportunities for improvement;
and (4) develops strategies and an action plan for making those
improvements. The Small
Business Check-up refers users to specific Internet resources and
other sources of assistance that can help them take action.
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The
Downtown Eastside (DTES) ofVancouver is a community of communities,
encompassing the neighbourhoods of Gastown, Chinatown, Strathcona,
Oppenheimer, Thornton Park, Victory
Square, and the adjacent industrial
lands. The region
has a significant historical and cultural background and is marked
by a landscape of social and economic diversity. It is the oldest part
of Vancouver and, for most of this
century, was a stable community consisting mainly of older, single
men, immigrants and urban First Nations people.
However, the region has
been in decline for many years. The appearance of decline
accelerated with the closure of Woodwards in 1993, which led to the
closure of many other retailers and restaurants. The retail sector,
particularly in Chinatown and
Gastown, has faced increasing competition from other regions of
Greater Vancouver. The
expanding drug trade and the serious social problems that accompany
drug abuse, such as criminal activity and serious health and social
problems, have contributed to business closings, buildings being
vacated, very low levels of business investment, a decrease in
legitimate economic activity and, for many residents, a significant
decline in the quality of life. The decline in economic
activity has resulted in many goods and services no longer being
available in the community and in a loss of local job opportunities
and income for residents.
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Ninety Community Futures
Development Corporations (CFDCs) have been established in Western Canada to serve the communities that
are located outside of major metropolitan areas in each
province. These
communities make a vital and significant contribution to the
economy, society and well being of all Canadians. These communities
produce the food that goes on our tables, the wood to build our
houses and the natural gas and electricity that heat and light our
homes and businesses.
Individuals in rural
communities are proud of their lifestyle and want to preserve
it. These communities
offer residents unique advantages including abundant and inexpensive
land, a clean and unspoiled environment, a strong community spirit
and a cherished way of life.
However, these communities also face a variety of social and
economic challenges such as strong dependency on resource-based
industries, geographic isolation, more restricted access to programs
and services, erosion of the local retail sector, high rates of
unemployment, limited educational opportunities, high rates of youth
migration, and a dwindling infrastructure. Like most Canadians, those
that live in rural areas are concerned about their quality of life
and how economic, social and environmental changes will affect their
future.
The CFDCs assist
communities in meeting these and other challenges. The purpose of this study
was to conduct an objective, systematic assessment that will enable
a better understanding of the impacts and effects generated by
Community Futures across Western Canada.
Up until then, the impacts and effects were not well
understood in part because it is difficult to measure the impacts of
the services delivered and because few stakeholders, including
funding agencies, had a full appreciation of the wide ranging roles
and activities of the CFDCs.
The results of the assessment continue to be used extensively
to demonstrate the very significant socio-economic impacts that are
generated by this important program.
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WD: A Catalyst for
Innovation
Since the inception of
the Department, Western Economic Diversification (WD) has played a
leading role in promoting innovation in Western
Canada. For
example, from 1988 to 1999, WD invested $445 million in 2,590
innovation projects.
Over the three year period beginning in 2001, WD approved
almost $200 million more in contributions related to innovation
priorities with additional funding provided through Western Economic
Partnership Agreements (WEPAs). Despite these significant
resource commitments, relatively few people fully realized the
extensive role that WD has played in promoting innovation in
Western
Canada.
The study reviewed
WD’s activities related to innovation and prepared a document that
informed parties, both within and external to WD, of the roles that
the Department plays with respect to promoting innovation in
Western Canada, illustrated the
types of impacts that result, and identified the characteristics of
WD which impact on the organization’s ability to effectively fulfill
these roles.
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Ference Weicker &
Company has undertaken numerous assignments related to the Liquor
Distribution Branch.
For example, we conducted an extensive review of operations
($125,000) which involved a detailed review of the key
activities/processes and costs, comparing the performance of the LDB
with similar operations, and interviewing individual organizations
and industry associations representing restaurants, pubs, hotels,
licensee retail stores (LRSs), private wine merchants, and industry
agency stores as well as interviewing private warehouse keepers,
liquor suppliers/agents and industry associations representing the
suppliers of liquor products to the LDB. We also conducted an
extensive review of the current liquor listing and markdown policies
of the LDB, a follow-up study to rewrite the existing listing and
markdown policies, a system re-engineering study of the purchasing
policies and systems of the Non-Liquor Section of the Purchasing
Department of the LDB, and a review of liquor advertising policies
in the Province of BC.
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The First
Citizens Fund was established by the Government of British Columbia
in 1969 and has grown and evolved over the past thirty-seven
years. The Fund
currently supports the delivery of seven programs including three
business-related programs (the Business Loan Program, Business
Support Officers Program, and the Business Advisory Centres
Program), three programs administered by the BC Association of
Aboriginal Friendship Centres (the Friendship Centre Program,
Student Bursary Program, Elders Transportation Program), and the
Heritage, Language and Culture Program. These programs are
financed through the interest earned on the capital of the Fund and
are delivered through agreements with 10 Aboriginal
organizations.
The capital base of the Fund was established with an initial
contribution of $25 million from the Government of BC and has grown
to $72.4 million, as a result of additional contributions of $36
million made by the Provincial Government combined with the net
return on capital after program expenditures. The First Citizen Fund
appears to be the only example in Canada of a provincial
government establishing a perpetual fund for the use and benefit of
Aboriginal people.
The purpose of this
project was to evaluate all First Citizens Fund programs and
services and to provide feedback on whether, and how well, programs
and services are fulfilling the purpose of the Fund and meeting
current needs. The goal
of the evaluation was to ensure that First Citizens Fund resources
are utilized in the best way possible and are strategically focused
to achieve the purpose of the Fund.
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Ference
Weicker & Company conducted a $500,000 independent assessment
study of ICBC Road Safety Programs. The purpose of the project
was to provide "a second opinion" on the Corporation's evaluation
practices and develop procedures through which to increase the
credibility of the accident reduction benefits claimed by ICBC as a
result of road safety programs.
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