Data
Downloads
Scorecard Summary Report Full Report News release Backgrounders Infographic Presentation

Scorecard Rankings

  • Overall
  • Economic
  • Overall
  • Economy
  • Labour Attractiveness
  • Overall
  • Real GDP Per Capita
  • Real GDP per Capita Growth (Five-Year Average)
  • After-Tax Income Per Capita
  • After-Tax Per Capita Growth (Five-Year Average)
  • Productivity
  • Productivity Growth (Five-Year Average)
  • Employment Growth (Five-Year Average)
  • Unemployment Rate
  • High-Tech Employment (Share of Total Employment)
  • Office Rents (US$ per square foot)
  • Venture Capital Investment per $1 Million GDP
  • Market Size (Income, Billions of Dollars)
  • International visitors (000's)
  • Number of Participants in International Associations Meetings per City
  • Inbound Airport Seats per capita
  • Inbound Airport Cargo Tonnage (in tons) per 1 Million GDP
  • Port Cargo Tonnage (in metric tons) per 1 Million GDP
  • Port Container Throughput (in TEUs) per 1 Million GDP
  • Number of Cruise Vessel Calls
  • Marginal Effective Tax Rate on Capital Investment
  • Total Tax Index
Overall CMA
Value
0.56
0.51
0.51
0.50
0.49
0.49
0.47
0.47
0.47
0.46
0.45
0.44
0.44
0.44
0.43
0.43
0.41
0.39
0.39
0.35
Economy
Value
Grade
0.65
A
0.52
A
0.51
A
0.49
A
0.45
B
0.45
B
0.44
B
0.44
B
0.43
B
0.40
C
0.39
C
0.39
C
0.39
C
0.37
C
0.37
C
0.36
C
0.36
C
0.33
D
0.30
D
0.29
D
Labour Attractiveness
Value
Grade
0.60
A
0.57
A
0.56
A
0.54
A
0.54
A
0.53
A
0.52
B
0.51
B
0.51
B
0.51
B
0.51
B
0.49
B
0.49
B
0.49
B
0.49
B
0.48
B
0.44
B
0.42
C
0.42
C
0.27
D
Overall
Value
Grade
0.65
A
0.52
A
0.51
A
0.49
A
0.45
B
0.45
B
0.44
B
0.44
B
0.43
B
0.40
C
0.39
C
0.39
C
0.39
C
0.37
C
0.37
C
0.36
C
0.36
C
0.33
D
0.30
D
0.29
D
Real GDP Per Capita
Value
Grade
77,575
A
73,520
A
71,889
A
66,301
A
62,726
B
60,334
B
57,702
B
45,422
C
44,062
C
43,748
C
43,605
C
43,073
C
39,859
C
37,655
C
35,474
C
32,679
D
32,147
D
28,836
D
24,268
D
20,240
D
Real GDP per Capita Growth (Five-Year Average)
Value
Grade
3.3
A
3.0
A
1.8
B
1.6
B
1.1
B
1.0
B
0.7
C
0.7
C
0.1
C
0.1
C
0.0
C
-0.0
C
-0.1
C
-0.6
D
-0.6
D
-1.0
D
-1.0
D
-1.1
D
-1.2
D
-1.7
D
After-Tax Income Per Capita
Value
Grade
55,174.6
A
46,691.0
A
44,239.7
A
39,627.0
B
39,463.6
B
36,813.8
B
35,092.4
B
32,888.9
B
29,558.2
C
26,566.8
C
25,703.3
C
24,676.3
C
24,577.9
C
24,119.8
C
23,017.9
C
21,397.3
D
20,588.2
D
19,858.6
D
19,053.7
D
10,321.9
D
After-Tax Income per Capita Growth (Five-Year Average)
Value
Grade
11.9
A
6.6
B
6.2
B
6.1
B
3.2
C
3.0
C
2.7
C
2.5
C
2.5
C
2.4
C
2.2
C
1.9
C
1.8
C
1.8
C
1.6
C
1.5
D
1.3
D
0.6
D
-1.9
D
N/A
N/A
Productivity
Value
Grade
122,123.0
A
118,732.1
A
118,673.5
A
115,516.3
A
112,540.4
A
104,529.8
A
95,500.9
B
85,883.7
B
81,347.1
C
76,924.6
C
74,785.7
C
73,599.7
C
72,617.8
C
69,360.4
C
69,287.5
C
65,429.2
C
64,147.1
C
63,725.8
C
55,182.5
D
42,980.2
D
Productivity Growth (Five-Year Average)
Value
Grade
3.9
A
2.4
B
2.3
B
2.2
B
1.9
B
1.7
B
1.4
B
1.3
C
1.2
C
1.1
C
0.8
C
0.6
C
0.1
C
-0.0
D
-0.0
D
-0.1
D
-0.3
D
-0.4
D
-1.1
D
-1.2
D
Employment Growth (Five-Year Average)
Value
Grade
3.2
A
1.9
A
1.7
A
1.5
B
1.5
B
1.3
B
1.2
B
1.2
B
1.1
B
1.0
B
0.9
B
0.9
B
0.7
B
0.7
B
0.6
B
0.3
B
0.3
B
-0.4
C
-0.4
C
-3.4
D
Unemployment Rate
Value
Grade
2.0
A
3.3
A
4.2
B
4.5
B
4.9
B
5.1
B
5.2
B
5.2
B
5.4
B
5.9
C
6.0
C
6.3
C
6.3
C
7.1
C
7.4
C
7.6
D
8.0
D
8.2
D
9.4
D
20.0
D
High-Tech Employment (Share of Total Employment)
Value
Grade
9.1
A
7.3
A
6.9
B
6.2
B
5.4
C
5.3
C
5.1
C
4.9
C
4.5
C
4.3
C
4.3
C
4.2
C
3.8
D
3.0
D
2.8
D
2.7
D
2.7
D
2.6
D
2.0
D
N/A
N/A
Office Rents (US$ per square foot)
Value
Grade
28.7
A
29.6
A
33.1
A
34.8
A
42.9
A
44.6
A
47.6
A
51.5
A
51.9
A
62.5
A
72.0
A
87.7
B
98.7
B
107.6
B
114.0
B
126.4
B
254.2
D
N/A
N/A
N/A
N/A
N/A
N/A
Venture Capital Investment per $1 Million GDP
Value
Grade
26,752.45
A
5,760.03
A
4,276.57
B
2,682.64
C
2,557.31
C
2,214.15
C
2,211.41
C
1,412.59
D
1,069.75
D
944.63
D
580.37
D
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Market Size (Income, Billions of Dollars)
Value
Grade
8,315.61
A
5,755.9
B
4,585.87
B
4,534.20
B
4,514.1
B
4,505.24
B
3,431.55
C
3,131.62
C
2,811.00
C
2,183.9
D
1,928.3
D
1,714.2
D
1,032.1
D
875.4
D
825.6
D
744.3
D
727.9
D
555.69
D
547.4
D
529.74
D
International visitors (000's)
Value
Grade
22,790.2
A
20,479.1
A
6,234.5
A
6,181.7
A
5,378.0
A
4,889.8
A
4,321.3
B
3,079.0
C
2,805.2
C
2,691.8
C
1,927.4
C
1,836.9
C
1,246.4
D
622.5
D
586.2
D
579.9
D
490.8
D
205.9
D
N/A
N/A
N/A
N/A
Number of Participants in International Associations Meetings per City
Value
Grade
127,469.0
A
57,551.0
A
57,497.0
A
53,700.0
A
53,152.0
A
48,978.0
A
41,956.0
B
28,167.0
C
25,327.0
C
20,401.0
C
18,695.0
C
17,459.0
C
16,893.0
C
16,525.0
C
8,647.0
D
6,293.0
D
6,071.0
D
2,079.0
D
1,826.0
D
N/A
N/A
Inbound Airport Seats per capita
Value
Grade
9.2
A
6.5
B
6.5
B
6.1
B
5.9
B
5.7
B
5.5
B
5.5
B
5.0
B
4.9
C
4.6
C
4.3
C
4.3
C
4.1
C
4.0
C
3.2
C
2.3
D
2.3
D
1.7
D
0.7
D
Inbound Airport Cargo Tonnage (in tons) per 1 Million GDP
Value
Grade
10.8
A
10.6
A
10.2
A
9.5
A
8.2
A
7.3
B
6.0
B
4.4
C
4.0
C
3.3
C
3.2
C
2.5
D
2.4
D
2.2
D
2.2
D
2.0
D
1.6
D
1.5
D
0.9
D
0.0
D
Port Cargo Tonnage (in metric tons) per 1 Million GDP
Value
Grade
7,115.3
A
2,411.8
A
1,470.2
B
1,425.8
B
833.0
C
591.9
D
507.2
D
405.8
D
263.6
D
216.2
D
188.7
D
179.9
D
179.6
D
169.9
D
112.1
D
110.1
D
106.4
D
51.6
D
7.8
D
N/A
N/A
Port Container Throughput (in TEUs) per 1 Million GDP
Value
Grade
188.4
A
140.1
A
68.8
A
67.4
A
30.8
C
30.4
C
19.2
C
13.4
D
10.8
D
10.3
D
8.1
D
7.7
D
6.7
D
6.5
D
4.4
D
1.8
D
1.2
D
0.0
D
0.0
D
N/A
N/A
Number of Cruise Vessel Calls
Value
Grade
2,037.0
A
764.0
A
335.0
C
313.0
C
274.0
C
256.0
C
243.0
C
240.0
C
219.0
C
184.0
D
179.0
D
134.0
D
96.0
D
73.0
D
52.0
D
32.0
D
6.0
D
0.0
D
N/A
N/A
N/A
N/A
Marginal Effective Tax Rate on Capital Investment
Value
Grade
13.4
A
15.9
A
17.0
A
17.1
A
18.2
A
18.6
A
23.7
B
25.9
C
26.0
C
27.5
C
30.1
D
35.3
D
35.3
D
35.3
D
35.3
D
35.3
D
35.3
D
N/A
N/A
N/A
N/A
N/A
N/A
Total Tax Index
Value
Grade
47.9
A
51.6
A
54.5
A
55.6
A
58.1
A
91.7
C
92.5
C
93.2
C
95.4
C
100.1
D
102.1
D
114.9
D
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
BACK

Greater Vancouver
By the numbers

Regional Challenges

Despite Greater Vancouver’s bright near-term economic outlook, the region’s long-term performance will depend on the ability of its leaders to deal with seven important challenges revealed in our study.

1

Transit infrastructure Underinvestment in roads and public transit infrastructure

Underinvestment in roads and public transit infrastructure

Long commute times and congestion are adding to Greater Vancouver’s difficulties in attracting high-end talent. Failure to address the inadequate investment in transit and road infrastructure could keep talent and business investment away as well as negatively impact the movement of goods.

Larry Berg Retired, President and CEO
Vancouver International Airport Authority
0:00

Number of Transit Trips in Metro Vancouver, 2015

million
trips were made by transit
in Metro Vancouver

Back Next Close
2

Housing Affordability Poor Housing
Affordability

Poor housing affordability

One of the highest profile challenges facing Greater Vancouver is the deteriorating affordability of housing. Concerns have been raised that foreign investment is a key factor behind skyrocketing home prices, but data to study such claims are lacking because foreign purchases of real estate have not been officially tracked. The lack of available land will be difficult to overcome, given the region is bordered by the Pacific Ocean, the coastal mountains, the U.S. border and the Agricultural Land Reserve.

Sue Paish President and CEO
LifeLabs Medical Laboratory Services
0:00

Housing Market Sales Increase

In 2014 the region's
resale price grew
5.8%
Up from 2013
5.2%
6.0%
5.8%
5.6%
5.4%
5.2%
5.0%
Back Next Close
3

Port expansion Land scarcity
for port expansion

Land scarcity for trade-enabling port expansion

The supply of vacant land suitable for trade and goods movement could be exhausted within 10 years. Growing pressures on the availability of industrial land will increasingly conflict with Greater Vancouver’s role as a preferred gateway to Asia and the jobs and wealth this trade creates.

Jonathan Whitworth Chief Executive Officer
Seaspan ULC
0:00

2012 Port Metro Employment Statistics and Wages.

In
2012
Port Metro

Created
98,800
jobs

Generating

$6.1 billion

in wages for the country
Port Metro Vancouver's Largest Trading Partners
China
Japan
S. Korea
USA
India
Back Next Close
4

Productivity levels Low level of labour
productivitiy

Low labour productivity levels

Greater Vancouver disappoints when it comes to its labour productivity level, an important driver of living standards. To boost its productivity levels, Greater Vancouver needs to look for ways to boost innovation.

Tim Manning, ICD.D Regional Vice President, Commercial Financial Services
RBC Royal Bank
0:00

Greater Vancouver’s Productivity level compared to North America.

Greater Vancouver’s
productivity level
Which is at per worker


$73,600 USD

Which is the

3rd

lowest
level in
North America

Back Next Close
5

Educational
attainment rates That fall short of
the Scorecard leaders

Educational attainment rates that fall short of the Scorecard leaders

Despite its many post-secondary institutions, the region earns only a “C” grade in terms of its population 25 and over with at least a bachelor’s degree. Greater emphasis on advancing educational attainment in the region could also help boost its labour productivity levels.

Jonathan Whitworth Chief Executive Officer
Seaspan ULC
0:00

Greater Vancouver High School
Education Demographic, 2013

(Non-Aboriginal to Aboriginal)

In 2013

1 in 5

Aboriginal people between the ages of 25 and 64 in Greater Vancouver had less than a highschool education

compared with less than

1 in 10

non-Aboriginal people

Back Next
6

Tax rates High marginal effective
tax rate on capital
for businesses

High marginal effective tax rate on capital for businesses

The region is saddled with a high marginal effective tax rate on capital, an indicator designed to measure incentives for business investment. This could be another piece of Greater Vancouver’s low productivity puzzle

Marginal Effective Tax Rate on Capital Investment for Businesses, 2014

30
25
20
15
10
5
0
 
NB New Brunswick
 
NL Newfoundland
 
PE Prince Edward Island
 
NS Nova Scotia
 
QC Quebec
 
AB Alberta
 
ON Ontario
 
SK Saskatchewan
27.5%
BC British Columbia
 
MB Manitoba
Back Next Close
7

Head Offices Fewer head offices
than cities of
comparable size

Fewer head offices than cities of comparable size

Greater Vancouver performs relatively poorly when it comes to attracting head offices, although HQ Vancouver—a partnership between the Government of Canada, the Province of British Columbia, and the Business Council of British Columbia aimed at luring Asian businesses into relocating their head offices to Vancouver—has enjoyed some early success.

Number of Head Offices per 1 million people, 2013

Greater Vancouver
99
Calgary
159
Toronto
118
Back Next Close

Moving ForwardGreater Vancouver Board of Trade Policy Priorities

The Board of Directors of the Greater Vancouver Board of Trade has carefully considered the Scorecard and its findings. GVBOT intends to focus its public policy efforts on improving and enhancing Greater Vancouver’s performance in certain aspects of the Scorecard, and have identified the following areas for our immediate attention:

Gateway Resources

Greater Vancouver is Canada’s gateway to Asia, a natural position which offers immense economic opportunity. To retain this enviable position, it’s of national importance that we continue to invest in transportation infrastructure so we are a highly efficient and environmentally responsible gateway. We also must ensure that there is available land to provide access and to accommodate infrastructure.

Housing Affordability and Public Transit

One of Greater Vancouver’s biggest challenges is the high cost of housing. Improved public transit infrastructure could make additional affordable options more accessible. Solutions to address housing affordability and transit infrastructure will assist with attracting and retaining necessary and valuable human capital in Greater Vancouver.

Human Capital

Greater Vancouver has successfully been using technology and knowledge to leverage more traditional industries. To continue, Greater Vancouver needs to attract, develop and retain a well-educated and diverse workforce. In particular, this means increased focus on education, immigration, social infrastructure and the participation of women and indigenous peoples in the economy.

Regional Coordination

The Scorecard highlights Greater Vancouver’s relative strength and competitiveness as an economic region. One prerequisite for successfully addressing these challenges would be greater regional coordination among the municipalities that make up Greater Vancouver.

For example, poor transit infrastructure, poor housing affordability and the dwindling availability of industrial land are problems that are not specific to a single municipality—they affect the entire Greater Vancouver region.

If these problems are ever to be resolved, the region’s municipalities will have to come together to discuss these issues and develop a coordinated plan to tackle them. Not only would this increase the chances that these issues will be resolved, it would also allow the Greater Vancouver metro region to better leverage its competitive strengths. Going forward, we need improved regional coordination and accountability to ensure optimal decisions for and investments into our collective future.

 
 
Greater Vancouver
by the numbers
 
 
 

121

non-stop destinations worldwide, 54 airlines

 
 
 

360 million

trips were made by transit in Metro Vancouver in 2015 (over 1 million/weekday)

 
 
 

6,226

high-tech businesses in Greater Vancouver employing 58,200 in 2014

 
 
 

271,000t

YVR: tonnes of cargo moved in 2015 including 30,000 parcels from Asia.

 
 
 

20+ million

YVR passengers in 2015

 
 
 

Did you know?

The average commute time to and from work: 57 minutes

 
 
 

2.5 million

residents in Greater Vancouver

 
 
 

$500 million

cargo/day Port of Vancouver

 
 
...
        
Close