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HomeMy Public PortalAbout2015-02-05_COW_Public Agenda Package MUNICIPALITY OF THE DISTRICT OF CHESTER COMMITTEE OF THE WHOLE Thursday, February 5, 2015 – 8:45 a.m. AGENDA 1. MEETING CALLED TO ORDER. 2. MINUTES OF PREVIOUS MEETING: 2.1 Committee of the Whole – January 22, 2015 3. MATTERS ARISING: 3.1 Quarterly Operating Budget Report – Director of Finance 3.2 Community Food Project – Request for Decision dated January 29, 2015 from Economic Development Officer. 3.3 Feasibility Analysis Report – Chester Business Industrial Park Feasibility Study. 4. CORRESPONDENCE: 4.1 Email from UNSM regarding UNSM Regional Meeting being held in Halifax on February 27, 2015 (RSVP by February 18, 2015). 4.2 Letter dated January 30, 2015 from Chester Municipal Heritage Society regarding request for letter of support for Heritage Project (deadline for letter of support is February 23, 2015). 5. NEW BUSINESS: 5.1 Consideration of Cost of Living Increase as per Policies 5.2 Motion from January 28, 2015 meeting of Fire Advisory Committee. 6. ADJOURNMENT. In Camera following regular session under Section 22 of the MGA if required MUNICIPALITY OF THE DISTRICT OF CHESTER OPERATING BUDGET 2014/2015 QUARTERLY BUDGET TO ACTUAL REPORT TO DECEMBER 31st, 2014 January 30, 2015 (Unaudited) Percentage Percentage 2014-2015 2014-2015 of Actual Forecasted to of Forecast REVENUE (Page 1 of 2) BUDGET ACTUAL to Budget March31st ,2015 to Budget Taxes - Assessable Property Residential $ 9,094,302 $ 9,066,325 100% $ 9,065,000 100% Commercial 1,312,905 1,298,710 99% 1,297,000 99% Resource 277,052 281,652 102% 281,000 101% Non-Profit Acreage 3,955 3,955 100% 3,955 100% Forest Lands (-50,000)28,982 28,964 100% 28,964 100% Forest Lands (+50,000)9,206 9,209 100% 9,209 100% $10,726,402 $10,688,815 100% $10,685,128 100% Area Rates: Protective Services: Fire Protection - Districts 1,3&7 $247,241 $245,782 99% $245,782 99% Fire Protection - Islands 9,733 9,733 100% 9,733 100% Fire Protection - Forest Land 1,396 1,396 100% 1,396 100% Fire Protection - Hydrants 22,165 23,585 106% 23,585 106% Fire Protection - Fire/Village Commissions 1,463,813 1,458,653 100% 1,458,653 100% $1,744,348 $1,739,149 100% $1,739,149 100% Transportation Services: Streetlights $146,258 $145,698 100% $145,698 100% Private Road Maintenance 82,014 82,086 100% 82,086 100% Endeavour Avenue 37,469 37,468 100% 37,468 100% $265,741 $265,252 100% $265,252 100% Environmental Health Services: Sewer Services: Universal Rate $821,514 $830,778 101% $830,778 101% Solid Waste Collection and Disposal $1,389,076 $1,384,282 100% $1,384,282 100% Mill Cove - Private Wells $35,400 $35,400 100% $35,400 100% Taxes Based on Business Revenue: Aliant Corporation $52,967 $50,507 95% $50,507 95% NS Power Corporation 21,380 21,380 100% 21,380 100% NS Power HST Rebate 70,000 51,924 74% 51,924 74% $144,347 $123,811 86% $123,811 86% Other Taxes: Deed Transfer Tax $800,957 $678,194 85% $810,000 101% Change in Use 0 0 0% 0 0% $800,957 $678,194 85% $810,000 101% Grants in Lieu of Taxes: Federal Government and Agencies $58,801 $53,990 92% $53,990 92% Provincial Government and Agencies 93,267 85,478 92% 92,478 99% $152,068 $139,468 92% $146,468 96% Services Provided Other Governments/Agencies: Wind Turbine COMFIT - NS Power $712,381 $432,200 61% $600,000 84% Solid Waste and Disposal Fees 2,564,894 2,076,286 81% 2,627,147 102% Planning, Fire Insp, Bylaw, REMO Fees 69,100 66,584 96% 69,100 100% Fire Commission Insurance Premiums 67,000 65,244 97% 65,244 97% Animal Control Fees 33,000 22,000 67% 33,000 100% $3,446,375 $2,662,314 77% $3,394,491 98% SUBTOTAL $ 19,526,228 $ 18,547,463 95% $ 19,414,759 99% (Unaudited) Percentage Percentage 2014-2015 2014-2015 of Budget Forecasted to of Forecast REVENUE (Page 2 of 2) BUDGET ACTUAL ACTUAL March31st ,2015 to Budget Other Revenues from Own Sources: Administration Services $151,050 $144,987 96% $179,128 119% Transportation Services 7,432 7,440 100% 7,440 100% Building Inspection Services 14,000 15,594 111% 16,000 114% Animal Control Services 2,100 693 33% 900 43% Solid Waste and Disposal Services 516,182 451,118 87% 537,350 104% Planning Services 16,560 16,374 99% 18,500 112% Industrial Park Lease Fees 5,000 4,265 85% 5,100 102% Recreation & Culture Services 111,675 109,623 98% 133,294 119% $823,999 $750,094 91% $897,712 109% Unconditional Transfers: Federal Government $2,600 $1,248 48% $1,248 48% Provincial Government 10,970 11,300 103% 11,300 103% Other Local Government/Agencies 0 0 $13,570 $12,548 92% $12,548 92% Conditional Transfers: Federal Government $563,923 $0 0% $557,978 99% Provincial Government 345,000 101,178 29% 155,300 45% Other Local Government/Agencies 133,860 90,822 68% 133,860 100% $1,042,783 $192,000 18% $847,138 81% Other: Transfer, Prior Year's Surplus Transfer From Own Funds $191,639 $4,320 2% $56,820 30% $191,639 $4,320 2% $56,820 30% SUBTOTAL $21,598,219 $19,506,425 90% $21,228,977 98% EXTRAORDINARY OR SPECIAL REVENUE 0 11,726 11,726 TOTAL REVENUES $ 21,598,219 $ 19,518,151 90% $ 21,240,703 98% (Unaudited) Percentage Percentage 2014-2015 2014-2015 of Budget Forecasted to of Forecast EXPENDITURES (Page 1 of 3) BUDGET ACTUAL ACTUAL March31st ,2015 to Budget General Government Services: Warden, Council & Committee: Council/Committee Remuneration $158,859 $115,807 73% $158,859 100% Administrative Expenses 64,550 61,709 96% 70,550 109% Grants to Organizations 145,500 149,401 103% 149,501 103% Elections and Plebiscites 15,000 15,000 100% 15,000 100% $383,909 $341,917 89% $393,910 103% CAO/Clerk Administration: Salaries $300,676 $226,942 75% $300,676 100% Administration Expenses 105,066 75,269 72% 108,814 104% Town Crier 1,000 0 0% 0 0% Surveys/Appraisals 1,500 0 0% 0 0% Communications 13,000 7,065 54% 13,000 100% Capital from Revenue Projects 0 5,054 5,054 $421,242 $314,330 75% $427,544 101% Finance/Tax Administration: Salaries $307,319 $228,096 74% $294,000 96% Administration Expenses 216,255 178,399 82% 222,221 103% Property Tax Administration 261,528 253,716 97% 258,226 99% Assessment Recovery Costs 342,922 342,922 100% 342,922 100% Depreciation 23,153 0 0% 23,513 102% $1,151,177 $1,003,133 87% $1,140,882 99% Information Services: Salaries $196,668 $126,841 64% $200,668 102% Administration Expenses 206,025 124,313 60% 199,151 97% Capital from Revenue Projects 10,000 9,054 91% 10,000 100% Debt Charges 19,809 18,287 92% 19,809 100% Depreciation 66,172 0 0% 66,172 100% $498,674 $278,495 56% $495,800 99% Municipal Property: Salaries $83,900 $74,394 89% $94,140 112% Administrative Expenses 41,200 26,997 66% 33,005 80% Property Services 141,700 102,409 72% 147,220 104% Wharves, Boat Launches, etc 12,000 2,676 22% 2,700 23% Community Development/Gardens 14,500 5,275 36% 5,275 36% Capital from Revenue Projects 378,500 146,579 39% 151,000 40% Depreciation 10,239 0 0% 10,239 100% $682,039 $358,330 53% $443,579 65% Public Works: Salaries $150,450 $112,955 75% $139,000 92% Administrative Expenses 82,050 52,579 64% 68,015 83% Sprinkler/Fire Mill Cove 22,165 17,353 78% 22,908 103% Capital from Revenue Projects 115,000 2,728 2% 11,000 10% Depreciation 14,406 0 0% 14,406 100% $384,071 $185,615 48% $255,329 66% Protective Services: Police Services $1,635,250 $1,228,779 75% $1,637,250 100% Correction Services 238,360 238,360 100% 238,360 100% Legal - Prosecution Services 10,725 0 0% 5,000 47% By-Law Enforcement 37,650 11,006 29% 17,739 47% Animal Control 67,300 47,283 70% 62,955 94% Emergency Measures 28,174 27,023 96% 28,174 100% $2,017,459 $1,552,451 77% $1,989,478 99% SUBTOTAL $ 5,538,572 $ 4,034,271 73% $ 5,146,522 93% (Unaudited) Percentage Percentage 2014-2015 2014-2015 of Budget Forecasted to of Forecast EXPENDITURES (Page 2 of 3) BUDGET ACTUAL ACTUAL March31st ,2015 to Budget Fire Services: Fire Coordinator/Advisory $99,700 $84,922 85% $110,671 111% Fire/Village Commissions 1,463,813 1,068,000 73% 1,458,653 100% Fire Contract - Districts 1, 3 & 7 247,241 180,000 73% 245,782 99% Fire Hydrant - Mill Cove 0 0 0 Fire Rescue Boat 9,733 6,000 62% 9,733 100% Capital from Revenue Projects 30,000 0 0% 0 0% $1,850,487 $1,338,922 72% $1,824,839 99% Building/Fire Inspection: Building Inspection Salaries $0 $0 Building Administrative Expenses 30,700 10,305 34% 24,658 80% Fire Inspection Salaries 0 0 Fire Administrative Expenses 10,750 6,554 61% 10,639 99% Capital from Revenue Projects 0 0 $41,450 $16,859 41% $35,297 85% Transportation Services: Roads & Streets: Administration $23,035 $10,876 47% $14,140 61% Provincial Road Maintenance Fee 176,966 176,966 100% 176,966 100% Municipal Roads 25,000 11,986 48% 25,000 100% Private Road Maintenance 78,094 78,202 100% 78,202 100% Sidewalks/Crosswalks 117,330 3,721 3% 33,200 28% Streetlights 146,258 88,915 61% 145,909 100% Streetsigns 8,050 3,756 47% 5,280 66% Capital from Revenue Projects 4,000 1,087 27% 4,100 103% Short Term Borrowing 3,920 3,143 80% 3,143 80% Debt Charges 82,047 46,786 57% 77,984 95% Depreciation 211,175 0 0% 211,175 100% $875,875 $425,438 49% $775,099 88% Sewer Services: Universal Sewer Salaries $215,750 $140,286 65% $186,000 86% Universal Sewer Operating Expenses 292,840 229,247 78% 303,238 104% Capital from Revenue Projects 147,578 100,764 68% 117,000 79% Debt Charges 58,192 55,437 95% 58,192 100% Depreciation 182,303 0 0% 182,303 100% $896,663 $525,734 59% $846,733 94% Solid Waste Collection/Disposal Waste Collection Salaries $50,325 $35,330 70% $52,964 105% Waste Collection Operating Expenses 1,156,705 880,960 76% 1,229,937 106% Depreciation 422 0 0% 422 100% $1,207,452 $916,290 76% $1,283,323 106% Landfill Salaries $545,000 $389,880 72% $545,000 100% Landfill Operating Expenses 842,833 547,047 65% 827,641 98% Landfill Closure 2 Expenses 550,000 550,869 100% 550,869 100% Landfill Capital from Revenue Projects 0 0 0 Landfill Debt Charges 1,109,959 1,115,336 100% 1,119,081 101% Depreciation 1,158,904 0 0% 1,158,904 100% $4,206,696 $2,603,132 62% $4,201,495 100% Recycling Salaries $23,744 $16,770 71% $23,744 100% Recycling Operating Expenses 27,815 20,894 75% 25,672 92% Recycling Capital from Revenue 35,000 5,863 17% 18,000 51% Recycling Debt Charges 0 0 0 $86,559 $43,527 50% $67,416 78% Total Solid Waste Collection/Disposal $5,500,707 $3,562,949 65% $5,552,234 101% SUBTOTAL $14,703,754 $9,904,173 67% $14,180,724 96% (Unaudited) Percentage Percentage 2014-2015 2014-2015 of Budget Forecasted to of Forecast EXPENDITURES (Page 3 of 3) BUDGET ACTUAL ACTUAL March31st ,2015 to Budget Health & Wellness $5,000 $1,681 34% $5,000 100% Occupational Health and Safety 10,146 0 0% 5,400 53% Regional Housing Authority 20,000 0 0% 20,000 100% $35,146 $1,681 5% $30,400 86% Environmental Development Services: Community Development Salaries $721,000 $525,006 73% $734,000 102% Community Development Operating Expenses 177,731 113,728 64% 181,531 102% $898,731 $638,734 71% $915,531 102% Economic Development Operating Expenses $76,800 $17,942 23% $45,184 59% Economic Development Capital from Revenue 65,000 0 0% 65,000 100% $141,800 $17,942 13% $110,184 78% Planning Salaries $0 $0 Planning Operating Expenses 78,900 48,495 61% 70,100 89% Planning Capital from Revenue Projects 0 0 Depreciation 17,812 17,812 100% 17,812 100% $96,712 $66,307 69% $87,912 91% LQRDA/REN $53,398 $1,384 3% $53,398 100% Tourism Development $43,000 $40,057 93% $43,000 100% Industrial Park Operating Expenses $20,727 $7,806 38% $17,955 87% Industrial Park Capital from Revenue 10,000 0 0% 0 0% Depreciation 17,448 0 0% 17,448 100% $48,175 $7,806 16% $35,403 73% Wind Power Operating Expenses $119,092 $77,982 65% $103,259 87% Wind Power Capital From Revenue 0 0 0 Wind Power Debt Charges 81,074 105,068 130% 105,068 130% $200,166 $183,050 91% $208,327 104% Heritage Properties $500 $0 0% $0 0% Total Environmental Development Services $1,482,482 $955,280 64% $1,453,755 98% Recreation and Parks Services: Recreation Salaries $370,844 $285,949 77% $370,844 100% Recreation Grants to Organizations 38,000 17,331 46% 37,000 97% Recreation Operating Expenses 333,469 236,317 71% 325,778 98% Recreation Capital from Revenue Projects 247,000 76,327 31% 83,600 34% Recreation Debt Charges 42,785 42,132 98% 42,132 98% Depreciation 81,917 0 0% 81,917 100% $1,114,015 $658,056 59% $941,271 84% Church Memorial Park $50,000 $0 0% $50,000 100% Regional Library $68,035 $68,035 100% $68,035 100% Appropriation to District School Board $4,341,336 $3,617,780 83% $4,341,336 100% Transfer to Own Reserves, Funds, Agencies $1,587,399 $35,400 2% $1,439,676 91% $6,046,770 $3,721,215 62% $5,899,047 98% TOTAL EXPENDITURES $ 23,382,167 $ 15,240,405 65% $ 22,505,197 96% SURPLUS/(DEFICIT) - Operations ($1,783,948) $4,277,746 -240% ($1,264,494) Depreciation Allocation to Surplus $1,783,948 $1,783,948 100% $1,783,948 SURPLUS/(DEFICIT) $0 $6,061,694 $519,454 20 1 4 - 2 0 1 5 Fo r e c a s t e d t o Po s s i b l e Status of Project or Ca p i t a l P r o j e c t s f u n d e d b y G e n e r a l T a x R a t e BU D G E T Ma r c h 3 1 s t , 2 0 1 5 Ca r r y F o r w a r d Budget Implication Tr a i l s - G o l d R i v e r B r i d g e R e p a i r s $7 9 , 3 6 1 $4 , 0 0 0 $7 5 , 3 6 1 In 2015/16 budget Tr a i l t o V i c t o r i a R o a d M o d i f i c a t i o n $1 5 , 0 0 0 $0 $0 Complete Ve r m i c o m p o s t i n g P r o j e c t $7 , 0 0 0 $3 , 6 0 0 $0 Complete EC O P a r k P r o m o t i o n a l M a t e r i a l $1 0 , 0 0 0 $0 $1 0 , 0 0 0 In 2015/16 budget Fi r e S e r v i c e s - D i s t r i c t R e o r g a n i z a t i o n R e v i e w $2 0 , 0 0 0 $0 $2 0 , 0 0 0 In 2015/16 budget Ec o n o m i c D e v . - M u n i c i p a l B r a n d i n g $1 5 , 0 0 0 $0 $0 Not in 2015/16 budget Ec o n o m i c D e v . - I n d u s t r i a l P a r k F e a s . S t u d y $2 5 , 0 0 0 $2 5 , 0 0 0 $0 Complete IS - T r a n s f e r t o R e s e r v e s $1 2 , 5 0 0 $1 2 , 5 0 0 $0 Complete Sp e c t a c l e L a k e M o n i t o r i n g $9 , 0 0 0 $3 , 5 0 0 $0 Not in 2015/16 budget Mu n i c i p a l B u l d i n g R e p a i r s $7 5 , 0 0 0 $4 5 , 0 0 0 $3 0 , 0 0 0 In 2015/16 budget Zo e V a l l e L i b r a r y - R o o f & C h i m n e y $6 , 0 0 0 $0 $6 , 0 0 0 In 2015/16 budget Pa r a d e S q u a r e F l a g P o l e $3 , 5 0 0 $1 0 0 $0 Complete W h a r f R e p a i r s - A s p o t o g a n $2 5 , 0 0 0 $3 0 , 2 0 0 $0 Complete W h a r f I n s p e c t i o n / S i g n R e l o c a t i o n C h e s t e r B a s i n $5 , 0 0 0 $3 , 0 0 0 $0 Complete An v i l P a r k - i n c l u d e s G a z e b o a n d S t a i r s $2 0 , 0 0 0 $3 4 , 2 0 0 $0 Complete Fi r e P r o t e c t i o n O p t i o n s R e v i e w - M i l l C o v e $2 5 , 0 0 0 $1 0 , 0 0 0 $1 5 , 0 0 0 In 2015/16 budget Fi r e P r o t e c t i o n R e h a b i l i t a t i o n - M i l l C o v e $5 0 , 0 0 0 $0 $5 0 , 0 0 0 In 2015/16 budget Tr u c k R e p l a c e m e n t $3 5 , 0 0 0 $3 5 , 0 0 0 $0 Complete $4 3 7 , 3 6 1 $2 0 6 , 1 0 0 $2 0 6 , 3 6 1 New  Ross   Community   Food  Assessment                                         Preliminary  Report   New  Ross  Family  Resource  Centre   December  2014           A  Strong   Community   Working  Together   for  Today  and  a   Healthy  Future!                              2   Table  of  Contents     Executive  Summary……………………………………………..………………………………………………………………3     WHAT  WE  DID:   Introduction…………………………………………………………………………………………………………………………6   About  the  Project…………………………………………………………………………………………………………………7   Our  Story……………………………………………………………………………………………………………………………..8   Data  Collection……………………………………………………………………………………………………………..……..8     WHAT  WE  FOUND  &  WHAT  IT  MEANS:   Farming,  Home  Gardens  &  Hunting/Fishing…………………………………………………………………………10   Buying  Food  &  Processing  Food……………………………………………………………………………………………11   Social  Justice,  Food  Security  &  Cost  of  Food…………………………………………………………………………14   Demographics………………………………………………………………………………………………………………………15   Eating  Together,  Sharing  Food  &  Vibrant  Community………………………………………………………….15   Nutrition  &  Health……………………………………………………………………………………………………………….17   Food  Related  Programs  and  Activities………………………………………………………………………………….18   Breastfeeding……………………………………………………………………………………………………………………...19     Brainstorm  Analysis……………………………………………………………………………………………………………..21   Conclusion……………………………………………………………………………………………………………………………22   References…………………………………………………………………………………………………………………………..22                                 Report  Prepared  by:    Leanne  Webb,  P.Dt.,  Nutritionist   New  Ross  Community  Food  Project  Coordinator   With  Partners/Advising  Group   For:    The  New  Ross  Family  Resource  Centre  &  Partners   December  2014                          3   Executive  Summary     New  Ross  is  a  rural  community  in  Nova  Scotia  with  a  strong  farming   heritage,  seen  through  the  well-­‐known  Ross  Farm  Museum.    Food  is   important  to  us  in  New  Ross,  from  sharing,  caring,  connection,  enjoyment   and  relaxation  around  food,  to  growing,  harvesting,  preparing,  and  eating   together  as  a  family,  as  a  community  and  fundraising.       Our  vision  for  New  Ross  and  surrounding  areas  is  “To  be  a  place  where   everyone  can  get  all  the  healthy  foods  they  need  and  to  enjoy  it  with  family   and  friends.”    The  New  Ross  Family  Resource  Centre,  with  project  partners   began  the  New  Ross  Community  Food  Project  by  conducting  this   Community  Food  Assessment,  to  give  a  picture  of  food  security  in  New   Ross,  as  well  as  the  strengths,  needs  and  assets.  The  Assessment  was  also  done  to  support   community  engagement  and  action.  A  phone  survey,  representative  of  the  community,  was   conducted  with  82  households  participating.    A  community  gathering  has  held  to  discuss  key   food  security  themes  and  additional  information  was  gathered  through  sources  such  as  the   Flyer,  and  existing  sources  of  information.         The  New  Ross  farming  heritage  can  be  seen  through  the  thriving  home  garden  tradition   today,  with  over  half  of  households  in  the  community  reporting  having  a  garden   (56%)(survey  finding).    There  are  many  small  scale  farms  in  New  Ross  (1  in  5  households),   including  3  commercially  advertised  farms.       Most  household  groceries  in  New  Ross  come  from  outside  of  the  community,  about  30-­‐50   minutes  drive  away.    85%  of  households  reported  buying  most  of  their  groceries  outside  of   New  Ross.      The  survey  and  consultation  pointed  to  barriers  with  buying  food  in  the   community,  and  food  produced  in  the  community.         In  07/08  moderate  or  severe  food  insecurity  was  faced  by  1  in  11  South  Shore  Residents.     Poverty  is  closely  linked  with  food  insecurity.  In  2011,  the  percentage  of  low-­‐income   households  was  higher  in  New  Ross  than  across  Nova  Scotia,  and  the  average  and  median   income  was  less.  The  cost  of  food  is  an  important  factor  influencing  food  choices  in  many   households.  The  average  monthly  cost  of  a  basic  nutritious  diet  for  a  reference  family  of  four   in  2012  in  the  Valley  Region  was  $851.19,  which  is  a  significant  increase  in  the  past  ten  years.         Eating  together  as  a  household,  community  meals,  sharing  food  and  eating  and  making   homemade  meals  continue  to  be  strengths  in  New  Ross.  3  in  4  households  said  that  they  ate   a  meal  together  most  days,  attended  at  least  one  community  supper  in  the  past  year  and   someone  shared  food  with  them  in  the  past  year.    Most  fundraising  in  New  Ross  involves   food.    There  are  many  community  meals  in  New  Ross,  with  more  than  22  Community   Suppers  in  2014.  Nearly  all  households  (85%)  said  they  ate  a  homemade  meal  at  home  5-­‐7   times  per  week.    Nutrition  was  also  rated  high  for  its  importance  when  buying  food.     Sharing   Caring   Connection   Enjoyment   Relaxation   Growing   Harvesting   Preparing   Fundraising   Eating-­‐   Together       Food  in  New  Ross  Means:                          4     There  are  20  Community  Organizations  in  New  Ross,  of  which  8  include  a  focus  on  food,   nutrition,  farming  or  gardening.    There  are  opportunities  for  more  farming   supports/development  within  the  community,  as  well  as  cooking  skill-­‐building  opportunities   for  children  and  youth.         Key  Points  from  the  Community  Consultation:       • Food  is  important  to  us  in  New  Ross  Food,  from   sharing  and  connection  around  food  to  growing  and   preparing  food.   • Participants  expressed  challenges  with  buying  food   in  New  Ross,  as  well  as  food  produced  in  New  Ross   and  the  many  factors  that  influence  the  decision  to   buy  food.   • There  is  a  loss  of  knowledge,  skills  and  resources   around  food  in  the  community,  from  farming  to  home  gardening,  cooking  and  preserving.       • The  importance  of  homemade  healthy  meals  was  discussed,  and  wanting  more   knowledge  of  the  food  we  eat.       • We  have  a  strong  farming  heritage  to  draw  from,  with  much  knowledge  and  different   skills  and  resources  already  in  the  community.       • As  a  community  we  do  not  know  the  needs  in  our  community  as  well  as  we  used  to,   making  it  more  difficult  to  share  food  with  each  other.       • There  is  an  interest  in  having  more  supports  for  small  farms,  and  challenges  with   regulations  was  a  repeated  theme.   • Life  is  different  than  it  used  to  be.  We  are  faced  with  new  challenges  and  busier  lives   that  do  not  require  us  to  live  self  sustainably.       • The  need  and  desire  to  work  together,  learn  together  and  share  together  to  better  share   our  food,  our  knowledge  and  skills  around  food  in  our  community  was  expressed.    This   includes  everything  from  farming,  home  gardens,  preparing  food,  storing  food,   preserving  food  and  small-­‐scale  farming.         Home  gardens  are  a  strength  to  us  as  a  food  secure  community.   However,  community  members  do  not  find  buying  food  in  the   community  easy;  most  households  buy  most  of  their  groceries   outside  of  New  Ross.  There  are  barriers  to  accessing  food  (getting   it)  and  issues  with  the  availability  of  food.    The  culture  in  New  Ross   of  eating  together,  community  meals,  sharing,  working  together,  helping  each  other  and  the   sharing  of  knowledge  in  the  community  are  all  supportive  of  building  a  more  food  secure   New  Ross.    There  is  much  knowledge,  skills  and  resources  around  food  already  in  New  Ross.   With  changing  lifestyles,  we  are  faced  with  new  challenges  and  opportunities.  There  is  an   interest  to  better  coordinate  ourselves  to  work  together,  learn  together  and  share  together   our  food  knowledge,  skills  and  resources  around  food,  from  better  supporting  small  farms   and  home  gardening,  to  cooking  and  preserving.     Work  together   Learn  together     Share  together                          5   2.    Buying  Food  &  Processing  Food     85%  of  households  in  New  Ross  reported   buying  most  of  their  groceries  outside  of  New   Ross   Most  households  buy  groceries  30-­‐50  minutes   outside  of  New  Ross   61%  of  Households  rated  buying  local  as   being  important  or  very  important                   1.    Farming,  Home  Gardens  &  Hunting/Fishing       1  in  every  5  households  reported  owning  a  Farm   Over  1/2  of  households  said  they  have  a  Garden   1  in  4  households  said  they  get  most  of  their   vegetables  from  their  garden  during  gardening  season   1  in  7  get  most  of  their  vegetables  from  their  garden   the  rest  of  the  year       Top  2  reasons  for  having  a  Garden:    Freshness  and   Enjoying  Gardening   1  in  13  households  have  laying  hens  for  their  household   1  in  10  households  raise  animals  for  food  for  their   household     3.    Social  Justice,  Food  Security  &  Cost  of  Food     Moderate  or  Severe  Food  Insecurity  was  faced  by  1  in   11  South  Shore  Residents  (07/08)   33%  of  Lone  parent  families  experienced  food   insecurity  in  Nova  Scotia   Average  monthly  cost  of  a  basic  nutritious  diet  for   reference  family  of  4:  $851.19  in  Annapolis  Valley   Region  (2012)   4.    Demographics     In  2011,  the  median  income  for  individuals  in   New  Ross  was  $19,908  per  year,  compared  to   $27,570  for  Nova  Scotia.       5.    Eating  Together,  Sharing  Food  &  Vibrant   Community     3  in  4  households  reported  eating  one  or  more   meal  together  as  a  household  5-­‐7  days/week   3  in  4  households  reported  going  to  a   community  supper  1X  or  more  in  the  last  year   3  in  4  households  said  that  someone  shared   food  with  them  in  the  past  year   3  in  4  households  said  that  someone  shared   food  with  them  from  their  garden  this  year   There  are  20  Community  Organizations  in   New  Ross   There  were  22  Community  Meal  Events  in   2014.    Some  of  these  had  multiple  sittings     6.    Nutrition  &  Health     85%  of  households  said  they  ate  a  homemade  meal  at   home  5-­‐7  times  per  week   Nutrition  was  rated  HIGH  for  its  importance  when   deciding  to  buy  a  food  item   Buying  Pre-­‐made  meals  or  mostly  pre-­‐made  meals  was   rated  LOW   7.    Food  Related  Programs  and  Activities     There  are  8  organizations  in  New  Ross  including  a  Food,   Nutrition,  Farming  or  Gardening  focus       8.    Breastfeeding     ACT  for  CFS  research  found  that  breastfeeding   is  a  critical  part  of  community  food  security.   Recommendations  included  having  a  wider   range  of  breastfeeding  supports   Summary  of  Results     (Does  not  Include  Community  Consultation).    The  Survey  results  are  +/-­‐  10  percentages,  95%  of  the  time  (95%  confidence)                            6   WHAT  WE  DID     Introduction     New  Ross  is  a  strong  rural  community   that  lies  at  the  heart  of  Nova  Scotia,   between  the  South  Shore  and   Annapolis  Valley.    The  Community   Vision  is:    “New  Ross  is  a  vibrant  and   innovative  rural  community  that   values  its  natural  environment,   preserves  its  heritage,  and  has  a   thriving  economy.  We  work  together   for  the  betterment  of  the  community   while  enjoying  a  quality  of  life  that   fosters  pride  and  prosperity.”       New  Ross’  farming  heritage  can  be  seen  through  the  many  home  gardens  and  small  farms   throughout  the  community  and  Ross  Farm  Museum,  showing  150  years  of  agriculture  in   Nova  Scotia.         Why  a  Community  Food  Assessment?       While  much  of  our  rich  heritage  and  family   values  are  still  seen  today,  there  are  few  farms   promoting  themselves  for  business  in  New   Ross.    Buying  groceries  in  New  Ross,  especially   food  produced  in  New  Ross  is  not  easy.      We   are  also  concerned  about  everyone  being  able   to  afford  healthy  food.  This  led  us  to  begin  our   journey  to  work  together  towards  our  vision,   “To  be  a  community  where  everyone  can  get  all   of  the  healthy  foods  they  need  and  to  enjoy  it   with  family  and  friends.“  This  means  becoming   a  more  Food  Secure  Community.         New  Ross  is  well  positioned  to  build  Community  Food   Security.    Our  culture  around  food,  seen  through  our  many   well-­‐known  community  suppers,  our  strong  farming   heritage,  the  way  we  work  together  as  a  community,  along   with  our  desire  to  build  a  strong  sustainable  food  system,   positions  us  to  plan  and  make  changes  that  will  last.    Our   Community  Food  Security  exists   when  all  community  residents   have  access  to  enough  healthy,   safe  food  through  a  sustainable   food  system  that  maximizes   community  self-­‐reliance,  and   social  justice  (Nova  Scotia  Food   Security  Network  and  FoodARC,   2013).                                7   first  step  is  this  Community  Food  Assessment,  a  common  tool  used  by  communities  to  give  a   picture  of  community  food  security,  have  conversations  around  food  and  to  act  as  a   springboard  for  action.         The  New  Ross  Family  Resource  Centre  is   leading  this  project,  working  closely  with   project  partners:     • New  Ross  Regional  Development   Society   • Ross  Farm  Museum   • New  Ross  Consolidated  School   • Municipality  of  the  District  of   Chester   The  project  has  a  Project  Advisory  Group,   which  guides  the  project,  representing   project  partners  and  the  community.  We  have  received  much   support  from  groups/agencies  such  as  FoodARC  at  Mount  Saint   Vincent  University  and  the  Local  Food  Team.    We  would  also  like  to  thank  our  Project   Funders  –  South  Canoe  Community  Fund  and  Lunenburg  County  Community  Health  Board,   who  have  made  this  innovative  work  possible,  showing  what  can  be  done  through  a  local   not-­‐for-­‐profit  Organization  in  a  small,  rural  community!         We  are  joining  a  food  movement  all  over  and  across  Nova  Scotia,  of  which  Family  Resource   Centres  have  played  an  important  role.    We  have  already  been  a  part  of  this  movement  in   New  Ross  in  so  many  ways,  now  and  in  the  past.    We  want  to  take  it  a  step  further  by  better   coordinating  our  efforts  and  planning  for  our  future.  We  are  excited  about  the  difference  we   can  make  as  a  strong  rural  community,  as  community  members,  partners,  organizations  and   businesses  all  work  together  to  build  a  more  Food  Secure  New  Ross!         About  the  Project     Overall  Project  Vision:   “New  Ross  and  surrounding  areas  are  a  place  where  everyone  can  get  all  the  healthy  foods   they  need  and  enjoy  it  with  family  and  friends.”         Purpose  of  the  Community  Food  Assessment:    The  purpose  of  the  Community  Food   Assessment  is  to  give  a  picture  of  food  security  in  New  Ross,  as  well  as,  strengths,  needs  and   assets  in  the  community  and  community  priorities.  This  is  being  done  to  bring  us  together  as   a  community  to  build  food  security  in  New  Ross.    The  Community  Food  Assessment  is  also   being  done  for  future  comparison.             Project  Advising  Group                          8     Our  Story     This  project  began  with  discussions  around  a  table  at  the   New  Ross  Family  Resource  Centre,  where  we  began   dreaming  of  doing  more  than  a  one-­‐time  program.    We   wanted  to  do  something  around  food  and  nutrition  that   would  help  us  to  be  a  healthier  community.    We  wanted   it  to  be  far  reaching  to  potentially  benefit  the  whole   community,  not  just  a  few.    We  wanted  something  that   the  community  wanted  and  needed  and  something  that   would  make  a  real,  lasting  difference!    From  there   discussions  spread  from  the  Resource  Centre  to  other  community  groups,  and  we  brought   together  a  group  of  partners  who  shared  the  interest  of  food  in  our  community.    Funding  was   secured,  we  established  an  Advisory  Group  and  began  organizing  ourselves  to  work  together   on  ‘food’  in  New  Ross,  beginning  with  a  Community  Food  Assessment.             Community  Food  Assessments  are  tailored  to  each  community.     Once  we  decided  on  the  purpose  of  our  assessment,  we  gathered   information  on  existing  Community  Food  Assessments.    We  began   our  journey  by  learning  about  ACT  for  CFS,  a  Research  project   conducting  Community  Food  Assessments  in  four  Nova  Scotia   communities  and  learning  from  other  research  and  existing  tools,   such  as  a  British  Columbia  guide  for  conducting  Community  Food   Assessments  (Ross,  Simces,  2008).       Then  we  had  to  decide  on  what  information  to  collect  (these  are   called  Indicators).    We  used  the  ACT  for  CFS  indicators,  developed  for  Nova  Scotia   communities  as  a  starting  point.    We  looked  for  Indicators  relevant  to  New  Ross  with  the   Resources  we  had.    We  were  intentional  to  not  duplicate  work  and  to  learn  from  what  has   already  been  done.         Data  Collection   Once  indicators  were  chosen,  different  ways  to  gather  the   information  were  looked  at  closely.    A  phone  survey,  community   gathering,  using  information  from  existing  sources,  and  filling  in   missing  information  as  needed  through  project  contacts  were   chosen  as  the  best  ways  to  collect  what  we  were  looking  for.    We   used  these  methods  to  gather  the  information  presented  in  this   report.      Ethical  considerations  and  participant  confidentiality   were  planned  for  when  developing  the  Community  Food   Assessment.       ACT  for  CFS    (Activating  Change   Together  for  Food  Security)  is  a   5-­‐year  research  project  through   FoodARC  at  the  Mount  Saint   Vincent  University.    There  were   Community  Food  Assessments   in  Four  Nova  Scotia   Communities.    The  Project  aims   to  Build  Food  Security  for  All   Nova  Scotians.     82  surveys  were  completed.     We  are  confident  that  the   results  of  the  survey  give  us   a  good  snapshot  of  the  New   Ross  Community.    We  are   confident  that  the   percentages  in  this  report   are  +  or-­‐  10,  95%  of  the   time.                                9     We  developed  and  conducted  a  Phone  Survey  to  gather  information  such  as  the  number  of   households  with  home  gardens,  and  how  much  food  was  bought  in  the  community.    We  are   confident  that  the  percentages  in  this  report  are  +/-­‐  10,  95%  of  the  time.  A  total  of  82   households  participated  in  the  survey,  most  were  randomly  chosen,  and  the  age  breakdowns   of  those  completing  the  survey  were  representative  of  the  community.    The  surveys  were   completed  mostly  over  the  phone  by  the  Project  Coordinator  and  by  volunteers/Advising   Group  Members  who  each  received  an  orientation.       We  are  confident  that  the  results  give  us  a  good  snapshot  of  the  New  Ross  Community.    80%   of  survey  participants  were  chosen  randomly,  and  20%  were  identified  through  the  Resource   Centre  Programs  and  contacts  to  increase  participation  in  households  until  age  55.    Some   limitations  of  the  survey  may  include  a  possible  over  representation  of  those  interested  in   food,  although  this  was  minimized  through  randomized  household  selection,  and  a  good   participation  rate,  and  some  potential  bias  from  the  20%  of  recruited  participants,  although   efforts  were  made  to  minimize  this.    Additional  limitations  include  the  survey  being   conducted  by  more  than  one  interviewer;  however,  an  orientation  was  provided  to  help  with   consistency.    The  questionnaire  was  designed  for  the  person  who  does  most  of  the  shopping   in  the  household  to  complete.    91%  of  surveys  were  completed  by  females.       A  Community  Gathering  was  set  up  as  a  consultation  (versus  rigorous  focus  group  research   methods  being  used)  as  the  purpose  was  to  engage  the  community,  to  build  on  the   information  gathered  from  the  survey  and  to  provide  an  opportunity  for  interested   community  members  to  be  involved.  24  Community  Members,  of  which  7  were  Community   Member  facilitators  participated.    The  discussions  were  rich  and  gave  us  all  a  better   understand  of  food  in  New  Ross  –  our  strengths,  issues  and  needs!    Community  members   broke  into  small  groups,  moving  around  the  room  at  tables,  each  with  different  themes,   building  on  the  previous  groups  discussion  and  findings  from  the  survey.    The  Community   Consultation  began  important  community  discussions  on  food  security  issues  in  New  Ross.     The  findings  are  not  intended  to  represent  the  whole  community,  but  rather  they  give  some   context  for  what  we  found  in  our  survey,  building  on  that  knowledge,  helping  to  identify   some  issues  of  importance  to  the  community,  and  can  be  built  on  further  in  the  future.         Document  Review:    The  ‘Flyer’  in  New  Ross,  is  a  very  popular  monthly  Flyer  with  just  about   everything  happening  in  New  Ross.    A  review  of  the  flyer  was  conducted  and  used  to  gather   most  of  the  information  on  Community  Food  related  programs,  Organizations  and   community  meals  over  the  past  year.    Additional  existing  information  was  sought  and  used  as   needed  and  relevant  to  supplement  other  information  gathered.                                  10   WHAT  WE  FOUND  &  WHAT  IT  MEANS       Farming,  Home  Gardens   and  Hunting/Fishing       Farming             New  Ross  has  a  strong  farming  heritage.    There  is   a  large  number  of  households  with  home   gardens  and  small  scale  hobby  farms.    20%  of   households  in  New  Ross  reported  owning  a  farm,   with  most  of  these  appearing  to  be  used  for   some  kind  of  farming,  such  as  a  home  garden.     New  Ross  has  3  farms  promoting  themselves  for   business.           As  lifestyles  change,  farming  looks  different  today  than  in  the  past,  and  we  are  faced  with   new  challenges  and  opportunities  as  we  move  forward  towards  a  more  food  secure   community.    The  Community  Consultation  showed  that  there  is  an  interest  in  having  more   supports  for  small  farms  and  to  better  work  together  to  share  knowledge,  skills  and   resources.    The  Ross  Farm  Museum’s  Learning  Centre  expansion  could  be  a  strong  asset  to   building  community  food  security,  as  it  educates  on  food,  farming  and  heritage  skills,   emphasizing  sustainable  agriculture.         Home  Gardens       Home  Gardens  are  very  important  to  households  in   New  Ross;  they  provide  a  significant  amount  of  the   communities’  produce.      Over  ½  of  households  said   they  have  a  garden,  and  about  1  in  4  households  said   they  get  most  of  their  vegetables  from  their  home   garden  during  gardening  season.    1  in  7  households   get  most  of  their  vegetables  from  their  garden  the   Yes   56%   No   44%   Did  You  Have  a  Garden  this   Past  Year?   Have  a   Farm   20%   Do  Not   Have  a   Farm   80%   Households  that  Own  a  Farm                          11   rest  of  the  year  (preserved  and  stored).    Storage  of  some  winter  vegetables,  such  as   potatoes,  squash,  carrots  and  turnip  is  a  tradition  that  still  carries  on  today  in  about  1  in   every  3  households  in  New  Ross.         The  top  two  reasons  reported  in  the  survey  for  having  a   garden  include  the  Freshness,  closely  followed  by   Enjoying  Gardening.      The  Community  Consultation   showed  that  community  members  saw  many  benefits  to   gardening,  while  recognizing  many  challenges  faced   today.    They  suggested  the  need  to  come  together  to   learn  skills  in  an  organized  learning  environment.         Raising  Animals  for  Food  &  Hunting/Fishing           1  in  13  households  in  New  Ross  reported  having  laying  hens  for   eggs  and  1  in  10  reported  raising  animals  for  food.    These  appear   to  give  them  a  lot  of  their  household  eggs  and  meat.    Raising   animals  for  meat,  and  laying  hens  are  not  as  common  as  home   gardens,  but  are  still  of  importance  to  the  community.  1  in  4   households  reported  having  someone  in  the  household  who  hunts   and  1  in  3  reported  having  someone  who  fishes,  which  is  fairly   significant.    However,  this  did  not  seem  to  translate  to  a  significant   amount  of  the  fish  and  meat  eaten  in  these  households  for  the   majority.         Buying  Food  &  Processing  Food       85%  of  the  Households  in  New  Ross  reported  buying  most  of  their  groceries  outside  of  New   Ross  and  just  over  ½  of  the  community  buys  little  to  no  groceries  in  New  Ross.    This  moves  a   lot  of  money  from  the  community  outside  of  New  Ross,  having  economic  implications.    There   are  a  few  main  options  for  buying  groceries  in  New  Ross,  mostly  consisting  of  a  small  grocery   store,  meat  &  deli/café  and  seasonal  Farmer’s  Market.    Our  survey  and  community   1  in  4  Households  get  MOST   of  their  produce  from  their   home  garden  during   gardening  season     1  in  7  households  get  MOST   of  their  vegetables  from  their   garden  the  rest  of  the  year   (stored  or  preserved)   1  in  13  Households   have  laying  hens  for   their  Household     1  in  10  Households   raise  animals  for   food  for  their   households                          12   9%   46%   28%   16%   1%   (1)   Strongly   Dissagree   (2)   Disagree   (3)   Neutral   (4)  Agree  (5)   Strongly   Agree   There  is  a  Large  Selechon  of  Fresh   Fruits  and  Vegetables  in  New  Ross   Households  were  asked  if  they  agreed,  disagreed,  strongly  agreed,   strongly  disagreed  or  were  neutral  for  the  following  statements.       consultation  showed  that  many  people  find  it   difficult  to  buy  food  and  fresh  fruits  and  vegetables   in  New  Ross,  food  produced  in  New  Ross,  and  there   is  not  a  large  selection  of  fresh  fruits  and   vegetables.  The  top  two  communities  where   households  reported  shopping  are  the  Valley,  38%   and  Chester,  27%,  which  are  about  30-­‐50  minutes   from  the  community.    1/3  of  households  reported   usually  making  a  special  trip  to  buy  groceries.    All  of   this  points  to  issues  of  availability  of  food,  and   accessibility,  as  community  members  usually  go   long  distances  to  get  their  groceries  and  the   Farmers  Market  is  seasonal,  for  one  morning  per   week.         Buying  local  is  important  for  most  households  in  New  Ross.    It  appears  that  food  produced  in   New  Ross  may  not  be  valued  greater  than  other  local  foods  (for  example  from  the  Valley).    ¾   of  households  said  they  looked  for  local  foods  when  they  buy  groceries.    61%  of  Households   rated  buying  local  as  being  important  or  very  important  to  them  and  46%  said  that  buying   food  produced  in  New  Ross  was  important  or  very  important.    The  Community  Consultation   supported  these  findings  as  well,  adding  concerns  about  the  cost  of  food  and  that  there  are   many  factors  that  influence  the  decision  to  buy  a  food.                                             Although  42%  agreed  and  1%  strongly  agreed  that  it  is  easy  to  buy  healthy  food  in  New  Ross,   many  disagreed  (35%)  or  strongly  disagreed  (4%),  indicating  that  it  is  difficult  for  many.      The   majority  of  households  do  not  think  that  there  is  a  large  selection  of  fruits  and  vegetables  in   New  Ross.       4%   35%   18%   42%   1%   (1)   Strongly   Dissagree   (2)   Disagree   (3)   Neutral   (4)  Agree  (5)   Strongly   Agree   It  is  Easy  to  Buy  Healthy  Food  In   New  Ross                          13   Places  to  Get  Food  in  New   Ross:     New  Ross  has  one  small   grocery  store,  which  some   community  members  at   the  Consultation  felt  is   used  mostly  for   convenience  and  there  is  a   newly  established  meat   and  deli  market.    There   are  few  non-­‐traditional   ways  to  get  food  in  New   Ross,  including  the   Farmer’s  Market  and   fundraisers.    21%  of  Households  in  New  Ross  are  regular  Farmer’s  Market  attenders,  and   44%  of  Households  reported  attending  the  market  at  least  once  this  past  year.    These   methods  of  getting  food  can  present  challenges  with  accessibility,  due  to  timing,  seasonality   or  one  time  availability.       Traditional  Places  to  Get  Food    How  Many  are   in  New  Ross?   Non-­‐Traditional  Places  to  Get  Food  How  Many  are  in   New  Ross?   Grocery  Stores  1    Farmer’s  Markets  1   Other  Food  Outlets  to  Buy   Groceries/Produce     3  Alternative  Ways  to  Get  Food:       Community  Supported  Agriculture   (community  members  buy  shares   in  a  farm  and  get  food  boxes)   Food  Box  Programs   Community  Garden   Special  Community  Produce  Sales     0       0   1  (School  Garden)   2   Food  Outlets  with  Nova  Scotia   Local  Foods  Available   3    Organizations  Offering  Community   Meals:  Forties  Community  Centre,   Lion’s  Club  &  Church  Suppers   Number  of   Community  Meal   Events  *in  2014:     22   Convenience  Store  1  School  Food  Programs:   Breakfast  Program   Lunch  Program     1   1   Restaurants/Cafe    3  Processing  Food  in  New  Ross:   Baked  Goods  (at  the  Market)   Sausages  and  Deli  Meat     4   1     *  Note:    some  events  have  multiple  meals                 Buy  3/4  of   their   Groceries  in   New  Ross   4%   Buy  1/2  of   their   Groceries  in   New  Ross   11%   Buy  1/4  of   their   Groceries  in   New  Ross   33%   Buy  Little  to   No  Groceries   in  New  Ross   52%   Household  Groceries  bought  in  New  Ross   (over  the  past  year)                          14   Household  Food  Insecurity   means  not  being  able  to  get   enough  healthy,  personally   acceptable  food  through   normal  food  channels,  or   worrying  about  being  able  to   do  so.       Social  Justice,  Food  Insecurity  and  Cost  of  Food       Food  insecurity  is  a  real  issue  faced  by  about  9.3%  of  South   Shore  Health/South  West  Health  Residents,  compared  to  8.7%   in  Nova  Scotia  in  07/08.    These  households  had  either   moderate  or  severe  food  insecurity.    Moderate  means  that   “…there  was  an  indication  that  quality  and/or  quantity  of  food   consumed  was  compromised.    ‘Severe’  food  insecurity  means   that  there  was  an  indication  of  reduced  food  intake  and   disrupted  eating  patterns.  (Public  Health  Services,  2013).“     Food  insecurity  has  effects  on  many  important  areas  of  our  lives  –  our  families,  our  children,   communities,  our  environment,  economy  and  health.  It  contributes  to  chronic  diseases,   mental  health  and  emotional  well-­‐being,  maternal  health  and  birth  outcomes  and  child   development.  Food  insecure  adults  report  having  poorer  health,  including  physical,  mental   and  oral.    Food  insecurity  also  affects  relationships.    “Parents  in  food  insecure  households   experience  disruptions  to  family  life  with  feelings  of  alienation,  deprivation,  powerlessness   and  guilt  (Nova  Scotia  Food  Security  Network  and  FoodARC,  2013).”     The  price  of  food  is  important  to  households  in  New  Ross,  which  was  shown  in  our  survey   and  through  the  Community  Consultation.    When  asked  how  important  the  price  of  a  food  is   on  the  decision  to  buy  a  food  item  in  our  survey,  4.1  was  the  average  response  on  a  scale  of  1   to  5,  with  5  being  very  important  and  1  being  not  important.         Food  costing  research  has  been  conducted  across  Nova  Scotia  for  over  a  decade,  giving  good   information  about  the  cost  of  food  that  we  can  use  for  the  cost  of  household  food  in  New   Ross.  Over  the  past  10  years  from  2002  to  2012,  in  Nova  Scotia,  the  cost  of  a  nutritious  diet   for  a  family  of  four  has  increased  significantly,  from  $582.10  to  $850.59  (2  adults  between   the  ages  of  31  and  50,  a  girl  aged  7  and  a  boy  aged  13).    The  average  monthly  cost  of  a  basic   nutritious  diet  for  this  family  in  the  South  Shore  Health  Area  in  2012  was  $847.73  per  month   and  $851.19  in  the  Annapolis  Valley  Region.      In  urban  areas,  the  average  cost  was  $822.96,   which  is  less  than  rural  areas  (Nova  Scotia  Food  Security  Network  and  FoodARC,  2013).         At  the  Community  Consultation,  community  members  thought  that  we  do  not  know  the   needs  in  our  community  as  well  as  we  used  to,  making  it  more  difficult  to  share  food  with   each  other.    There  are  no  emergency  food  assistance  programs  in  New  Ross.    The  Food  Bank   servicing  New  Ross  (Chester  Lighthouse  Food  Bank)  is  about  25-­‐40  minutes  drive  (km),   presenting  a  major  barrier  to  this  service  being  accessed.    Food  programs  in  the  community   include  a  free  Breakfast  Program  at  the  School.         There  is  enough  food  available  in  Canada,  but  not  everyone  can  get  it.      A  core  part  of  being  a                          15   food  secure  community,  means  being  a  community  where  everyone,  not  just  people  with  the   most  money,  can  get  all  of  the  healthy  foods  they  need,  through  a  sustainable  food  system   and  through  normal  channels  (not  having  to  use  food  banks).    It  is  about  working  together  so   that  everyone  is  secure  (Nova  Scotia  Nutrition  Council…,  2005)     Demographics       New  Ross:  Total  Population  (2011):    1393  Total  Number  of  Households  (2011):    653    (Nova   Scotia  Community  Counts,  2014)     Discussion:    The  distribution  of  our  population  in  New  Ross,  has  higher  proportions  of  people   aged  55+,  and  lower  proportions  of  people  aged  34  and  under  compared  to  the  rest  of  Nova   Scotia  (Nova  Scotia  Community  Counts,  2014).    Out  of  county  migration  can  be  seen  in   Lunenburg  County.    Since  2005-­‐06,  youth  ages  25-­‐35  were  lost  each  year.    The  highest   migration  in  was  seen  in  those  age  55  and  older  (Lunenburg  County  Community  Fund,  2013).     Demographics  are  important  to  look  at  in  the  discussion   about  household  food  security.  Poverty  is  closely  linked   with  food  insecurity;  the  lower  the  household  income,  the   greater  the  risk  of  food  insecurity.  In  2011,  the  median  and   average  household  income  in  New  Ross  was  significantly   lower  than  across  Nova  Scotia  and  the  percentage  of  low-­‐ income  households  in  2011  was  higher  in  New  Ross,  at   22.5%,  compared  to  17.4%  in  Nova  Scotia.    Households   that  have  a  greater  risk  of  being  food  insecure  include:     lone  parent  households;  12%  of  households  in  New  Ross   are  made  up  of  lone  parent  families,  compared  to  17.3%  of   Nova  Scotia.    People  who  do  not  own  a  home  are  at   greater  risk;  nearly  all  households  in  New  Ross  owned  their  own  home  in  09/10  at  95%,   compared  to  71%  of  Nova  Scotians    (Nova  Scotia  Community  Counts,  2014).    Other   household  risks  include  those  receiving  income  assistance  and  Aboriginal  Groups;   information  for  these  rates  in  New  Ross  are  not  available.       Eating  Together,  Sharing  Food  &  Vibrant  Community     We  heard  at  our  Community  Consultation  that   community  members  think  we  are  a  vibrant   community  when  it  comes  to  food.    In  New  Ross   there  is  Sharing,  Caring,  Connection,  Enjoyment   and  Relaxation  around  food,  from  growing  the   food  to  preparing  the  food,  to  eating  together  as   In  2011,  the  median  income  for   individuals  in  New  Ross  was   $19,908  per  year,  compared  with   the  median  of  $27,570  for  Nova   Scotia.    Families  in  New  Ross  had  a   median  income  of  $47,  078   compared  to  $68,102  for  Nova   Scotia.    The  average  income  for   individuals  was  $25,798  a  year,   compared  to  $35,478  in  Nova   Scotia.                          16   a  family,  fundraising,  and  eating  together  in  the  community.         Households  are  still  eating  together  in  New  Ross!    Community  Members  said  that  eating   together  and  sharing  food  are  important  to  us  in  New  Ross,  as  a  family  oriented  community   (Community  Consultation).  78%  of  households  with  2  or  more  people  reported  eating  one  or   more  meals  together  as  a  household  5-­‐7  days  a  week.    Community  Members  described  New   Ross  as  ‘family  oriented’  at  the  Community  Consultation.    About  ¾  of  households  reported   eating  together  with  others  once  a  month  or  more.     Most  fundraisers  have  to  do  with  food.  ¾  of  households  in  New  Ross  said  they  attended  one   or  more  community  suppers  in  the  past  year.    However,  the  largest  proportion  of  households   attending  community  suppers  only  attended  1  to  2  times  per  year  over  the  past  year,  while   36%  of  households  in  New  Ross  attended  more  regularly  (3  or  more  times/year).         Our  survey  and  community  consultation   showed  that  sharing  food  is  important  to  us   in  New  Ross.    Sharing  food  from  home   gardens  is  very  common.      Just  over  ¾  of   households  said  that  someone  shared  food   with  them  from  their  garden  in  the  past  year.     78%  said  someone  shared  any  kind  of  food   with  them,  and  88%  of  households  said  they   gave  food  to  someone  in  the  past  year.       How  often  a  household  was  shared  any  kind   of  food,  ranged  quite  evenly,  from  2-­‐3   times/month  to  less  often  at  once  or  twice   over  the  year.       While  these  findings  support  a  strong   sharing  and  eating  together  culture,  it   is  important  to  consider  that  about  1   in  4  people  in  the  New  Ross  are  not   being  shared  with,  are  not  eating   together  regularly  with  others  outside   their  household  and  are  not  attending   community  meals.    Also  the  highest   proportion  of  community  members   attending  community  suppers,  are   attending  1-­‐2  per  year,  versus  more   regularly.    This  is  supported   anecdotally  by  the  Forties  Community   Centre,  who  roughly  estimated  that   about  20%  of  people  at  their  suppers  are  from  New  Ross.         Once  or   more/ week   5%   2-­‐3  times   per  month   18%   About  once   every   month  or  2   16%   3-­‐5  times   over  the   past  year   19%   Once  or   twice  this   past  year   20%   No  food   shared  with   household   22%   How  Oien  Food  was  Shared  with   Households  over  the  Past  Year   Yes   77%   No   23%   Did  Someone  Share  Food  With  You   From  Their  Garden  this  Past  Year?                          17     The  majority  of  households   went  to  a  community   supper  over  the  past  year   (77%).    35%  of  the   community  are  regular   attenders  (3  times  or  more).     The  largest  proportion  are   households  who  attended   once  or  twice  (42%).                                       Nutrition  &  Health     Community  Perspectives:       Households  in  New  Ross  rated  nutrition  high  for  its     importance  when  deciding  to  buy  a  food  item,  and  buying   pre-­‐made  or  mostly  pre-­‐made  meals  was  rated  low.  Most   households  eat  homemade  meals  together  in  New  Ross.   Most  households  in  New  Ross  (85%)  said  they  ate  a   homemade  meal  at  home  5-­‐7  times  per  week,  with  the   remaining  15%  at  2-­‐4  times  per  week.    At  the  Community   The  Forties  Community  Centre  had  12   Community  Meals  in  2014.    The  Centre  has   about  64  regular  volunteers  who  help  with   the  suppers.  People  from  all  over  come  to   attend.      They  try  to  serve  local  foods  as   much  as  possible.    They  buy  local  beef,  dairy   products  and  vegetables.    They  try  to  follow   the  Chester  Municipality’s  Healthy  Eating   Policy  as  well!   Did  not   attend   23%   1  to  2  times   42%   3-­‐4  Times   23%   Once  every   month  or  2   10%   More  than   once  per   month   2%   Household  Ajendance  at  Community   Suppers/Church  Meals  (over  past  year)   Forties  Community  Centre   New  Ross  is  a  very  active  community:       •There  are  20  Community  Organizations  in  New  Ross   •There  were  22  Community  Meals  in  2014.    Plus  some  of  these  had  multiple  sittings.                              18   Consultation,  community  members  related  food  to  their   health,  discussed  the  importance  of  eating  healthy   homemade  meals  and  wanting  more  knowledge  of  their   food  and  concerns  with  the  ‘lost  art’  of  food.  Challenges,   such  as  being  a  time  poor  society,  and  supports,  such  as   slower  cookers  and  family  supports/sharing  of  food  were   discussed.           Lunenburg  County  Health  Statistics:       65.1%  of  Individuals  in  the  Lunenburg/Queens  reported   themselves  as  overweight  or  obese  in  2009/10.    These   values  are  significantly  higher  than  those  for  Canada,  and  is   higher  than  Nova  Scotia.  8.8%  of  South  Shore  Health  Residents  reported  having  diabetes,   compared  to  8.1%  in  Nova  Scotia  in  2008/09,  and  this  is  more  common  in  older  age  groups   (Community  Health  Profile,  2013).    In  2009/10,  34.8%  of  South  Shore  Residents  reported   consuming  5  or  more  servings  of  fruit  and  vegetables  a  day  in  comparison  to  36.3%  in  Nova   Scotia  and  44.1%  in  Canada.  48%  of  respondents  reported  being  moderately  active  or  active.     This  is  less  than  Nova  Scotia  at  52.8%  and  Canada  52.6%  (Community  Health  Profile,  2013).           Food  Related  Programs  &   Activities     A  review  of  food,  nutrition,  farming  and   gardening  focused  organizations  and   programs,  sessions,  and  special  events  was   conducted  by  reviewing  the  Flyer  from  2014,   with  some  additional  information  added.    The   Municipality  of  the  District  of  Chester  offers   gardening,  cooking  and  other  food  related  programs  for  the  whole  municipality;  however,   only  programs  offered  in  New  Ross  were  included  in  this  review  as  these  are  the  most   accessible.         There  are  many  organizations  with  a  food,  nutrition,  farming  or  gardening  focus,  which  is   very  positive  and  supportive  of  building  community  food  security.    Opportunities  for  the   community  include  support  groups  and  gardening  groups.    While  there  are  farming  related   activities  present  in  the  community,  this  could  be  built  upon.  The  new  Learning  Center  at  the   Ross  Farm  Museum  presents  an  excellent  opportunity  for  this.         Two  cooking  groups  took  place  in  the  community;  however,  these  are  limited  in  reaching  the   whole  community  to  build  healthy  cooking  skills.    The  amount  of  community  members   cooking  together  though  is  very  significant  with  22  Community  Meal  events  taking  place  in    85%  of  households  said  that  they   ate  a  homemade  meal  at  home   5-­‐7  times  per  week     Nutrition  was  rated  HIGH  (for  its   importance  when  deciding  to  buy   a  food  item)     Buying  Pre-­‐made  meals  or  mostly   pre-­‐made  meals  was  rated  LOW                            19   the  community  in  2014.    These  may  provide  opportunities  for  cooking  knowledge  and  skill   building  in  the  community.    Future  opportunities  with  this  approach  could  be  explored.         The  review  found  that  extra  curricular  programming  for  children  and  youth  included   gardening  and  farming,  while  school  programming  focused  on  nutrition  education.    The   review  showed  that  there  was  no  major  program  or  organization  focusing  on  cooking  skills   for  children  and  youth.           Food,  Nutrition,  Farming,  Gardening  Focused  Organizations  in  2014     Organization  Food,  Nutrition,  Farming  or  Gardening   Focus     Who  does  Organization   Reach?     Handy  Hands  4-­‐H  Agriculture  and  Healthy  Living  Children  and  Youth   TOPS  Healthy  Lifestyles  Support  Group  Adults   Forties  Garden  Club  Gardening  Adults   Charing  Cross  Gardening  Club  Gardening  Adults   New  Ross  Family  Resource   Centre   Nutrition,  Cooking  and  Food  Focus:    Families  0-­‐12   Other:    Community   Members   Ross  Farm  Museum  Traditional  Farming  and  Cooking  Skills    Everyone   Farmers  Association  New  Ross  Fair  Everyone   Forties  Community  Centre  Community  Meals  Everyone     Food,  Nutrition,  Farming,  Gardening  Focused  Programs/Sessions/Special   Events  Special  Events  in  2014     Organization  Session/Program  Who  does  it  Reach?     New  Ross  Family  Resource  Centre  -­‐2  day  Healthy  Snack  Making  –  Tumble   Bugs   4-­‐Week  Healthy  Cooking  Group     4-­‐Week  Gluten  Free  Cooking   Families     Parents   Adults   Forties  Garden  Club  Children’s  Garden  Competition  Children   New  Ross  Consolidated  School  ‘Me  to  We’  Group  –  School  Garden   On-­‐going  Health  Curriculum  –  Nutrition   Children/Youth   New  Ross  Family  Resource  Centre  Chronic  Illness  Support  Program  Adults   Ross  Farm  Museum  9  Food  or  Farming  Themed  Sessions:   some  have  multiple  days  –  i.e.  Family   Days   Everyone   Chester  Municipality  Food  Handlers  Course  Adults   Farmers’  Association  New  Ross  Fair  Everyone   9  Community  Organizations  Community  Meals  Everyone                                  20   Breastfeeding     The  four  communities  in  Nova  Scotia  participating  in  Community  Food  Assessments  as  part   of  a  large  5-­‐year  research  project  (ACT  for  CFS,  decided  to  include  breastfeeding  as  one  of   their  food  security  indicators.    We  also  decided  to  include  this,  to  have  a  whole  life  cycle   approach  to  food  security.      Breastfeeding  has  been  shown  to  have  many  benefits  for  moms   and  babies’  health  and  well-­‐being,  as  well  as  being  a  cost  savings.    Breastmilk  is  the  perfect   food  for  babies  and  supports  food  security  for  babies  and  young  children.             The  number  of  mothers  who  breastfed  or  who  tried  breastfeeding  in  Atlantic  Canada  was   74.8%  in  2011,  still  less  than  the  Canadian  average  of  87.3%.    A  preliminary  estimate  for  the   rate  of  mothers  in  Nova  Scotia  who  breastfed  exclusively  for  the  recommended  first  6   months  was  only  17%  in  09/10  (Community  Health  Profile,  2013).         ACT  for  CFS  research  found  that  breastfeeding  is  a  critical  part  of  community  food  security.     They  found  that  there  are  many  factors  that  influence  a  woman’s  decision  to  start  and   continue  breastfeeding,  these  include  her  individual  breastfeeding  experiences,  and  others   have  more  to  do  with  her  surroundings  –  social  expectations  of  women  and  mothers.    Having   a  wider  range  of  supports  was  the  main  recommendation  to  help  support  breastfeeding   (Community  University  Research  Alliance,  2014).                                    21   Brainstorm  Analysis     This  chart  is  of  a  Brainstorming  session  with  the  Project  Advising  Group  of  Strengths,  Assets,   Needs,  Opportunities  and  Potential  Threats  to  build  a  more  Food  Secure  New  Ross.         Strengths   • New  Ross  Culture  of  Sharing   • Volunteerism  (i.e.  Community  Meals)   • Farmland   • Skills  in  the  Community  –  Farming,  Planting  Gardens,   Cooking,  Preserving  &  Storing   • Ross  Farm  Museum   • Farming  Heritage  and  Living  Sustainably   • Valuing  our  Heritage   • Hard  working  Community  &  Resourceful  vs.   Dependent  and  Complaining   • Everyone  does  their  Part  and  Willingness  to  Share     • Community  Members  Loving  Sharing  Knowledge   • Community  Member  Interest  in  the  Project   • Community  Meals             Assets   • 20  Community  Organizations  &  Community   Capacity:    Ross  Farm  Museum  (Learning  Centre),  4-­‐ H,  Resource  Centre,  40’s  Community  Centre,   Farmers  Market,  Development  Society  etc.   • School   • Food  Outlets  in  the  Community     • Kitchens  facilities  in  the  Community     • Land  to  Grow  Food  &  Raise  Animals  –  Greenspace   • Farms/Small  Farms   • Lakes/land  –  hunting,  fishing   • Government  Supports  –  Municipality,  Public  Health   • Youth   • New  Ross  Festivals:  Fair  -­‐  Celebration  of  Agriculture;   Christmas  Festivals   • Community  Website,  Facebook   • New  Ross  Strategic  Plan   • New  Ross  Community  Culture  (sharing,   volunteerism,  knowledge,  involvement,  values  etc.)   • Partnerships   Needs   • More  Support  for  Small  Farms,  such  as  Supports  for   challenges  with  regulations   • Better  Share  Skills,  Knowledge  and  Resources   (Growing,  Raising  Animals,  Cooking,  Preserving  etc.).     Do  this  in  a  more  organized  and  coordinated  way   • More  Availability  and  Accessibility  of  locally   produced  foods     Potential  Threats:     • Good  Water   • Out  Migration   • Loss  of  Knowledge  and  Skills   • Busy  Lifestyles  and  Expectations   • Prevailing  Broader  Culture  –  waste,  busy  etc.         Opportunities   • Ross  Farm  Learning  Centre   • Partnerships  with  Businesses  in  the  Community   • Partnerships  &  Work  with  School   • Better  Coordinate   • Community  Involvement   • Community  Members  not  already  involved  in  the   community   • Buy  Local  Food  and  Food  Security  Movement   • More  Sharing  and  Trading   • Sharing  of  knowledge,  resources  and  skills  already  in   the  community                            22   Conclusion     New  Ross  is  a  community  that  has  many  strengths  and  assets  to  build  a  more  food  secure   community.    There  are  areas  the  community  wants  to  work  on,  and  many  exciting   opportunities  presenting  themselves.    This  Community  Food  Assessment  provides  us  with   good  information  about  New  Ross  to  support  discussions  around  food  and  working  together   as  a  community  to  build  a  more  food  secure  New  Ross.  We  believe  New  Ross  is  a  place  this   can  happen!       References     Community  University  Research  Alliance.    (2014).    Strategies  for  activating  change  together,  a   participatory  research  report  on  community  food  security  in  Nova  Scotia.    Community  University  Research   Alliance.  Retrieved  Nov.  2014  at  http://foodarc.ca       Lunenburg  County  Community  Fund  (2013).    Vital  signs.    Community  Foundation  of  Nova  Scotia.     Retrieved  Nov.  2014  at:    http://www.novascotiasvitalsigns.ca/files/Lunenburg-­‐County.pdf         New  Ross  Regional  Development  Society.    (2014)  A  strategic  development  plan  for  New  Ross  and  Area.     New  Ross  Regional  Development  Society.    Retrieved  Nov,  2014  at:    http://newross.ca/wp-­‐ content/uploads/2014/10/A-­‐Strategic-­‐Development-­‐Plan-­‐for-­‐New-­‐Ross-­‐Area-­‐2014.pdf       Nova  Scotia  Community  Counts  -­‐  New  Ross  (2014).  Province  of  Nova  Scotia.  Retrieved  Nov  2014:     http://www.novascotia.ca/finance/communitycounts/profiles/community/default.asp?gnum=com616&   gview=2&glevel=com       Nova  Scotia  Food  Security  Network  and  FoodARC  (2013).    Can  Nova  Scotians  afford  to  eat  healthy?   Report  on  2012  Participatory  Food  Costing.    Mount  Saint  Vincent  University.  Retrieved  Nov  2014  at:     http://foodarc.ca/resources/publications/#twenty_thirteen       Nova  Scotia  Nutrition  Council  and  Atlantic  Health  Promotion  Research  Centre,  (2005).  Thought  about   food?  A  workbook  on  food  security  and  influencing  policy.    Food  Security  Projects  of  the  Nova  Scotia  Nutrition   Council  and  the  Atlantic  Health  Promotion  Research  Centre,  Dalhousie  University.    Retrieved  Nov  2014  at:     http://www.foodthoughtful.ca       Public  Health  Services  (2013).  Understanding  our  health.  South  Shore  Health.       Ross,  S.,  Simces,  Z.,  (2008).  Community  food  assessment  guide.    Provincial  Health  Services  Authority,   Vancouver,  B.C.    Retrieved  Nov  2014  at:    http://www.phsa.ca/NR/rdonlyres/10ADB2B7-­‐DD0F-­‐49FA-­‐AC58-­‐ E40D642E412B/0/CommunityFoodAssessmentGuide.pdf       The  Flyer  (2013/14).    New  Ross  Family  Resource  Centre.  Retrieved  Nov.  2014  from:   http://www.nrfrc.ca/index.php/new-­‐ross-­‐flyer       Top-Line Feasibility Analysis Report Chester Business Industrial Park Feasibility Study Prepared for Municipality of the District of Chester Prepared by CBCL LimitedREPORT Submission date: January 29th, 2015 Project No. 141258.00 Ph o t o : k a i z e r m e a d o w . c a JOZSA MANAGEMENT & ECONOMICS 141258-LE-001-(GATES, MODC)-PHASE 1 REPORT COVER LET/GS ED: 1/30/2015 6:30:00 AM/PD: 1/30/2015 6:30:00 AM 1489 Hollis Street PO Box 606 Halifax, Nova Scotia Canada B3J 2R7 Telephone: 902 421 7241 Fax: 902 423 3938 E-mail: info@cbcl.ca www.cbcl.ca ISO 9001 Registered Company 29 January 2015 Ms. Marianne Gates Economic Development Officer Municipality of the District of Chester 151 King Street Chester, NS B0J 1J0 Dear Ms. Gates: RE: Feasibility Study of a Business / Industrial Park in the District of Chester: Phase One – Top-Line Feasibility Report Please find attached the above noted report. As noted in our proposal and in the report itself, this is a discussion document for review by the Municipal staff and Council. Its purpose is to enable discussion and allow the Municipality to confirm that it makes sense to proceed with the next phases of the study. As noted in the report, there is evidence that there is sufficient demand for planned industrial, business park land in the area, to identify a location for a business park and develop a marketing and sales plan for that land. We look forward to meeting with you and the Council next week to review the report. Yours very truly, CBCL Limited Gordon Smith, CSLA, MCIP Principal and Group Leader-Planning and Landscape Architecture Direct: (902) 421-7241, extension 2488 E-Mail: Gordon@cbcl.ca Project No: 141258.00 CBCL Limited [Click here and type Name of Report] i Contents CHAPTER 1 Purpose of this Report ................................................................................................. 1 CHAPTER 2 Environmental Scan & Situation Assessment ................................................................ 2 2.1 Key Socio-Econmic Factors ................................................................................................... 2 2.1.1 Demographics ......................................................................................................... 2 2.1.2 Social and Community ............................................................................................ 4 2.1.3 Physical Situation Review ....................................................................................... 5 2.1.4 Potential External Developments Affecting Economic Development in the District: ................................................................................................................... 6 CHAPTER 3 Feasibility Analysis and Assessment ........................................................................... 10 3.1 Trend Projections ............................................................................................................... 10 3.1.1 Demographics ....................................................................................................... 10 3.1.2 Employment .......................................................................................................... 10 3.1.3 Analysis of Sector Trends ...................................................................................... 11 3.2 Demand Projections ........................................................................................................... 12 CHAPTER 4 Conclusions and Recommendations ........................................................................... 13 4.1 Results of the Research ...................................................................................................... 13 4.2 Recommendations for Way Forward ................................................................................. 13 CBCL Limited MoDC Business Park Feasibility Study - Phase 1 Top-Line Report 1 CHAPTER 1 PURPOSE OF THIS REPORT The work for the Business/ Industrial Park Feasibility Study for the District of Chester has been divided into three phases:  Phase One — Feasibility Analysis;  Phase Two — Site Identification and Logistics; and  Phase Three — Positioning for Kaizer Meadow. This report in an interim report presenting topline results of the feasibility analysis. Based on an analysis of the economic sectors active in the region and the province as well as a scan of the surrounding social and community conditions, the information in this report is intended to provide the Municipality with sufficient information to determine how it wishes to continue with the study. This approach will ensure that the Municipality obtains appropriate information as it seeks to improve the economic and tax base of the District through the attraction of business and industrial development. Following the review of this report and agreement on the recommendations, it is anticipated that the consultant team will finalize the feasibility analysis, review alternative locations for the development of planned industrial / business park lands, develop a conceptual layout plan in a preferred location for the business park, and assist the District to develop a specific marketing plan and organize itself to enable a directed sales approach. CBCL Limited MoDC Business Park Feasibility Study - Phase 1 Top-Line Report 2 CHAPTER 2 ENVIRONMENTAL SCAN & SITUATION ASSESSMENT 2.1 Key Socio-Econmic Factors 2.1.1 Demographics In Nova Scotia, the fact that the population of Cape Breton Island and the rural areas of the Mainland (with the exception of portions of Hants and Kings Counties) is in decline is well known. What is less well known is that the population growth of the Halifax Regional Municipality (HRM) is to a large extent fueled by in-migration from the rest of Nova Scotia. However, as the Figure, below, shows the prospects for continued growth of the HRM based on intra-provincial in-migration are not bright. Trend projections published by the NS Department of Finance show the Provincial population beginning to decline by about 2025. 895,000 900,000 905,000 910,000 915,000 920,000 925,000 930,000 935,000 1991 2001 2011 2021 2031 Sources: Statistics Canada, Census of Population; Population Projections, NS Dept of Finance; JOZSA MANAGEMENT& ECONOMICS Nova Scotia Population 1991 -2038 NS Population -Actual NS Population -Projected CBCL Limited MoDC Business Park Feasibility Study - Phase 1 Top-Line Report 3 The implications for the rest of Nova Scotia are clear: populations in the remainder of the Province will be under increasing pressures of decline. The Figure, below, shows more clearly the implications of Provincial population decline for Lunenburg County. Despite the Province showing a general upward trend in population from 1991 to 2011 The Municipality of the District of Chester (MoDC) had population growth greater than the rate in the NS up to about 2006 and then experienced a rapid decrease to the point that its 2001 population was about the same as it was in 1991. Conversely, the rest of Lunenburg County had a falling population up to 2006 and then showed some growth but did not regain its 1991 population level. Both of these trends in the County occurred during a period of general population growth in NS. However, given the projected trend from 2025 onward for NS it is easy to see the greater threat of population decline for areas such as Lunenburg County. 0.97 0.98 0.99 1.00 1.01 1.02 1.03 1.04 1991 1996 2001 2006 2011 2016 2021 2026 2031 2036 Sources: Statistics Canada, Census of Population; Population Projections, NS Dept of Finance; JOZSA MANAGEMENT& ECONOMICS Population Growth Index Nova Scotia Nova Scotia Projected MoDC Rest of Lunenburg Cty. CBCL Limited MoDC Business Park Feasibility Study - Phase 1 Top-Line Report 4 The Figure, below, shows that the MoDC has maintained its share of the County’s population and its growth from 1991 to 2006 apparently did not come at the expense of the rest of Lunenburg County. 2.1.2 Social and Community Where people live and work provides insights into the ‘community of interest’ of residents. People who work out of their home area are more likely to have social interests (entertainment, shopping, etc.) and personal interests (friends, doctors and dentists, other personal service providers, etc.) outside their home area. The opposite tends to be the case where most people live and work near home. Note: the information for Lunenburg County is inclusive of all of the municipal units within the county line As the Figure above shows, the MoDC has the highest proportion of its residents working outside of Lunenburg County, over four-times higher than any other municipal unit in the County. As expected, a large majority of the residents of Bridgewater and the Town of Lunenburg work within their home municipalities. Mahone Bay residents split their work locations between their home municipal unit and the two larger neighbouring towns. 20% 30% 40% 50% 60% 70% 80% 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 2011 Sources: Statistics Canada, Census of Population; Population Projections, NS Dept of Finance; JOZSA MANAGEMENT& ECONOMICS Population Shift Within Lunenburg County MoDC % of Lunenburg Cty. Population Rest of Lunenburg Cty. % of Cty. Population Chester MD Lunenburg MD Bridgewater Lunenburg Mahone Bay Outside Lunenburg Cty. Chester MD 54%3%7%3%2%31%100% Lunenburg MD 3%18%54%13%4%7%100% Bridgewater 2%7%78%4%3%5%100% Lunenburg 4%11%13%62%3%7%100% Mahone Bay 13%29%27%31%100% Lunenburg County 15%12%46%12%4%12%100% Place of Residence Where Lunenburg County Residents Work Place of Work Sources: Statistics Canada, Population Census; Jozsa Managment & Economics CBCL Limited MoDC Business Park Feasibility Study - Phase 1 Top-Line Report 5 These data suggest several things. First, they suggest that the MoDC’s commercial tax base is somewhat weaker than those of Bridgewater and the Town of Lunenburg but stronger than those of Lunenburg MD (the District) and Mahone Bay. Second, the relatively high percentage of MoDC residents who work outside the County, mainly in the HRM, suggests that the MoDC community is home to two lifestyles that are roughly equal in numbers: one lifestyle of people oriented to live and work in the MoDC and a second lifestyle of people oriented to living in the MoDC and working outside the County, mainly the HRM. This situation can have positive and negative implications. The positives centre around the variety that a mix of living and working in and outside the County brings to the MoDC community. The negatives may be reflected in community values and desires for services that are somewhat split between lifestyles. However, this situation has a much more positive upside than downside because the wider variety of lifestyles can be used to build a more vibrant community both in terms of social and business interactions. Overall, the MoDC ‘provides’ work for about 15% of the residents of Lunenburg County. Bridgewater is clearly the employment centre for residents of all municipal units within the County, followed by the MoDC and locations outside of the County. 2.1.3 Physical Situation Review The Municipality of the District of Chester covers an area of approximately 1,100 square kilometres. Based on historic settlement patterns, most of the development in the District is along the coast with large swaths of undeveloped land and fewer roads found inland. Population in the District is concentrated in Chester and environs, Hubbards, New Ross, Chester Basin and Western Shore. The coastline of the District offers attractive vistas and an excellent setting for ocean-based recreational activities such as swimming and boating. The many interior lakes provide desirable locations for cottages and permanent dwellings as well as abundant opportunities for recreational activities. Highway 103 was built in the 1970’s to provide a high speed controlled access route along the South Shore. Highway exits were built to connect to existing communities found along Highway 3 and to connect to the highways that cross over the centre of Nova Scotia connecting to inland communities and the Annapolis Valley. Since Highway 103 was built through predominantly undeveloped land, there is basically no commercial development at any of the highway interchanges. The eastern portion of the district in the Hubbards area is located about a 45 minute drive from downtown Halifax, the economic centroid of the province. Chester Village and Western Shore are about an hour’s drive to Halifax, while New Ross is about an hour and 15 minutes. This proximity to Halifax enables opportunities for the District to capture spin-off benefits, but also presents a challenge as people will tend to set up their businesses in the city where they can be closer to required services. Also, people will travel from the District to Halifax for employment and to obtain a wider selection and competitive prices while shopping. On the western side of the District, Bridgewater, the regional centre for government and commercial services on the South Shore also CBCL Limited MoDC Business Park Feasibility Study - Phase 1 Top-Line Report 6 presents competition for business attraction and shopping dollars. Bridgewater is a 35 minute drive from Chester, 45 minutes from New Ross, and 30 minutes from Western Shore. Police protection in the District is provided by the Royal Canadian Mounted Police. Fire stations are located in Blandford, Hubbards, Chester, Chester Basin, Western Shore, Martins River, and New Ross. Central sewage collection and treatment systems are available in Chester Village, New Ross, Western Shore, Chester Basin, Mill Cove and the Otter Point (Chester Acres) subdivision in East Chester. While the policy in MPS is “To encourage the use and expansion of the central sewage collection and treatment systems at New Ross, Western Shore, Chester Village and Otter Point …”, these systems do not currently have any excess capacity and would require expansion to service additional development. The Kaizer Meadow Landfill Site, which services the District of Chester and the wider region, is located 17 kilometres north of Highway 103, 2 kilometres east of Truck 14. In addition to the landfill facility, the site is home to a training and research centre for environmental innovation and education and an Eco Park for green business. The 265 hectare business park site is located between the highway and the landfill. The Figure on the following page shows a concept plan for the park developed by SNC Lavalin in 2013. Up to six lots along Kaizer Meadow Road area available for immediate sale. Planning and economic development reports for the District state that the lack of a designated area for industrial development limits development prospects for the area. While the General Development Zone allows for a wide range of businesses and industries, all substantial proposals must go through a development agreement process. This introduces uncertainty into the process, which causes concerns for potential investors. The economic development strategy states that having a designated area that allows as-of-right industrial and business development, could make the District more attractive to potential investors. 2.1.4 Potential External Developments Affecting Economic Development in the District: 2.1.4.1 LEADING FORCES IN RURAL ECONOMIC GROWTH The following section provides an overview of recent research examining the current underlying forces in rural economic growth in Canada. Understanding and leveraging these forces will help the MoDC work within the current and expected medium term economic context for the Lunenburg County area. RISING RELATIVE LABOUR COSTS The price of labour has consistently risen relative to the price of capital investment over the last 40 to 50 years, although since the early 1990s the prices have risen almost in parallel. While improvements in commodity prices should improve the incomes of rural workers, the primary sectors will likely continue to shed labour. 50 9 9 8 5 - 0 0 1 0 - D - C I - S K T - 0 0 0 1 - 0 1 R e v B 0 1 CBCL Limited MoDC Business Park Feasibility Study - Phase 1 Top-Line Report 7 RELATIVE DECLINES IN THE COST OF TRANSPORTING GOODS The price (time and money) of transporting goods by rail or truck has declined over time (relative to the general price trends), which in turn, combined with the tendency for rural wage rates to be lower than urban rates, has helped rural areas compete for manufacturing investment and jobs. Over the last three decades, rural Canada has been increasing its share of total manufacturing employment. The overall price of communicating information across space has been declining but the quality increases and price declines have been slower coming to rural area. Urban economies have been able to take advantage of the head start. Rural economies are now, in a sense, playing catch-up. RELATIVE INCREASES IN THE COST OF PERSONAL TRANSPORTATION The price of transportation services purchased by consumers has increased marginally but relative to the price of transportation of goods it has increased significantly. In spite of the decline in the price of purchasing a new vehicle, the price of transporting individuals across space has increased, due in part to the relative increase in gasoline prices in recent years and due to the increase in insurance prices. The price of public transportation (air travel, local busses, regional busses, commuter trains, subways, taxis...) in the 2000s is double the level of the 1960s. Overall, the price of transporting people by public transport has increased more than the price of transporting people by private transport. These trends reduce the attraction of commuting to urban jobs from rural areas and reduce the potential for urban travel to rural areas for recreation and vacationing. Both could result in lower rates of economic growth for rural areas. 2.1.4.2 THE ECONOMICS OF AGGLOMERATION The economic advantages of agglomeration (the development of businesses in proximity to each other and higher population densities) are driving the demographic and economic growth of cities. Larger numbers, greater diversity and higher living densities make more and more frequent social interaction possible. People are more likely to be exposed to unexpected experiences and almost forced to exchange ideas and consider alterative points of view. These in turn facilitate creativity, innovation and growth. Rural areas may be able to capitalize on the effects of agglomeration economies by developing speciality products and services to sell to urban markets that are open to alternative ideas and experiences. These include winery tours, bed and breakfast getaways, festivals with enough to offer to overcome travel costs of urban tourists, and so on. In the case of the M ODC, the potential for speciality products includes energy from alternative sources. CBCL Limited MoDC Business Park Feasibility Study - Phase 1 Top-Line Report 8 However, at the same time the rural areas must work to facilitate the exchange of new ideas and alterative points of view that occur almost by chance in large cities. The MoDC can help stimulate the exchange of ideas and alternative points of view by demonstrating their own willingness to take risks, considering alternative ways of doing things, treating setbacks as a source of new information, supporting ‘blue-sky’ sessions where all ideas are welcome and no criticism is allowed in the first round, and so on. 2.1.4.3 THE ECONOMICS OF DEMOGRAPHY IMMIGRATION AND RETURNING POPULATION Across the country, the share of Canada’s population in communities more than 50 kilometres from a metro centre declined continuously during the 1981 to 2001 period. Communities more than 50 kilometres from a metro centre grew at a slower pace than the national rate of population growth. However, rural areas are competitive in attracting two demographic groups: young adults and early retirees. Rural youth (aged 15 – 19) say they leave rural areas due to a lack of jobs, a lack of post-secondary educational opportunities and a lack of social and entertainment opportunities. However, when young adults (aged 20 – 29) are asked what would attract them to live in a rural community, jobs, education and entertainment were rarely mentioned. Instead, young adults (vs ‘youth’) said that family and personal security made rural areas attractive. If MoDC wishes to begin to retain and attract more people in their prime working and investment years, then it needs to tap into the location preferences of younger adults by promoting the: i) lower costs of housing; ii) superior environment in which to raise families; and iii) relative ease (in terms of safety and time) of commuting to ‘urban’ jobs in the eastern area of the Southern economic region (which is comprised of Lunenburg, Queens, Shelburne and Yarmouth Counties) and in the HRM. Assuming there is a tendency for young adults to return to live in more rural areas, the MoDC will need to develop a value proposition for young adults that overcome the financial cost of travel to the Halifax Regional Municipality. If it can do so, or at least stem the tide of negative net migration then the prospects for generating new businesses would increase because the young adult age group is among the most active in new business creation. Rural areas are also relatively attractive to early retirees – individuals from 55 to 69 years of age. The Cape Breton County Economic Development Authority has found that about 45% of new businesses created by in-migrants are created by people returning to Cape Breton, many of who are in the early retiree category. Rural areas can attract immigrants, although the task is more difficult than it is for large urban centres. Statistics Canada has found that nine of the top 30 Census Divisions that are most successful in attracting immigrants are rural regions. However, their success is often tied to the CBCL Limited MoDC Business Park Feasibility Study - Phase 1 Top-Line Report 9 attraction of niche groups, such as Mennonites to selected areas of Manitoba or the availability of jobs in relatively near-by urban centres. There are many cases where immigrants have been able to see opportunities that the “locals” have not. A case in point is Annapolis Royal. The growth of high quality bed and breakfasts and high-end retail is credited largely to non-residents who saw opportunity in servicing the growing wealth of urban markets for short-stay but high-quality recreation and tourism. ABORIGINAL DEMOGRAPHY Aboriginal peoples will remain a driver of the demography of rural Canada. They are the fastest growing segment of the Canadian population and have the youngest average age. A large proportion of this population lives in rural areas and this demographic group can have access to funds that other rural populations do not. The MoDC cold consider means of encouraging First Nations entrepreneurship in the District. CBCL Limited MoDC Business Park Feasibility Study - Phase 1 Top-Line Report 10 CHAPTER 3 FEASIBILITY ANALYSIS AND ASSESSMENT 3.1 Trend Projections 3.1.1 Demographics Section 3.1.1 Demographics describes the current trends in population for Nova Scotia, Lunenburg County, and the MoDC. However, these are just trends based on past events. The trends can be turned around in subtle ways (as is the case in Saskatchewan that experienced decades of population decline until it reinvented its economic base, saw its population grow and unemployment rate decline to effectively zero) and in dramatic ways (as was the case in Alberta when the discovery of large reserves of oil sent the Province into a decades long boom-cycle). In both cases stabilization and growth of the economy came first, followed by population (and labour force growth). During the extreme growth periods, the labour supply was tight and wages were driven up, which in turn increased the rate of in-migration attracted by the opportunity for higher wages, which in turn provided some room between labour demand and supply. In all likelihood, the sequence will need to be the same in Nova Scotia, and by extension the Southern economic region, Lunenburg County and the MoDC within the County. Labour will follow the jobs, as it is doing now as it leaves Nova Scotia. The last 15 years has seen great improvements in regulations that allow increased trade between provinces and increased acceptance of skill certifications between provinces. Unless the economic base of Nova Scotia improves, the trend to population decline will continue. The HRM will sustain itself for a time with in-migration from the rest of Nova Scotia. However, unless it begins serve as a growth centre for itself and the Province, its population too will stagnate and then decline, which will have a negative impact on the remainder of the province. 3.1.2 Employment Despite the appearance of the Figure, below, employment growth in Nova Scotia is projected to be very modest, more or less sufficient to provide employment to additional labour that is stemming from slowly rising participation rates. CBCL Limited MoDC Business Park Feasibility Study - Phase 1 Top-Line Report 11 Employment projections for Lunenburg County, the primary market area of the MoDC, are very difficult to derive. Data from the Labour Force Survey are grouped for the four counties in the Southern economic region (Lunenburg, Queens, Shelburne and Yarmouth Counties) and each of these counties is very different from each other. Lunenburg, in addition to having its own economic base that originally stemmed from natural resource exploitation, expanded into manufacturing due to its proximity to the HRM and shipping routes to the west and east by tidewater. Yarmouth County is not within the economic orbit of the HRM and has seen its traditional sources of employment weaken over the decades with the end of manufacturing at DOMTEX, tourism declines with the loss of the ferry to New England, weakness in the finfish-fishery, etc. Hence patterns in the data from the Labour Force Survey for the Southern region are masked by the countervailing nature of the counties in the region. 3.1.3 Analysis of Sector Trends By combining Census information with Labour Force Survey information, we are able to parse-out some of the patterns among the counties in the Southern region. The Figure, below, provides the results of that analysis. 350 375 400 425 450 475 500 525 550 1987 1997 2007 2017 2027 Sources: Statistics Canada (Tables 282 -0061, 282 -0125); JOZSA MANAGEMENT & ECONOMICS Nova Scotia Employment ('000s); 1987 -2014 LFS, 2015-36 Projected NS Emp Actual (LFS) NS Projected Hi NS Projected Low CBCL Limited MoDC Business Park Feasibility Study - Phase 1 Top-Line Report 12 Lunenburg County has modestly increased its share of employment in the Southern region over the last 27 years. It has also been able to more or less maintain, but not increase its share of Nova Scotia employment. Based on these trends and the overall projection employment growth for NS, we find that Lunenburg County could expect some modest employment growth over the next 10 to 20 years. Growth will not be as smooth as shown in the Figure but the general trend will likely be upwards. It is from the growth in Lunenburg County that the MoDC will have the best chance of capturing businesses and investment to locate in the District. 3.2 Demand Projections Based on a typical 30/70 split between goods producing and service producing job growth and an estimate that about 50% of goods producing jobs and 20% of service producing jobs could be attracted to locate in a commercial park, we find that from 2015 to 2036 about 12.3 to 39.2 hectares of commercial park space could be occupied. This space includes space for common use facilities (roads, service corridors, walkways, open space, riparian buffers, etc.). These estimates are based on trends. However, the purpose of the MoDC’s economic strategy, of which a planned commercial / industrial park is part, is intended to break away from the trend and accelerate the capture rate of economic growth of the MoDC. If we assume some modest success for the economic strategy, the demand for planned commercial / industrial park land could be somewhat higher. 20 23 26 29 32 35 38 41 44 47 50 53 56 1987 1997 2007 2017 2027 Sources: Statistics Canada (Tables 282-0061, 282-0125); JOZSA MANAGEMENT & ECONOMICS Southern Region, Lunenburg County Employment ('000s); 1987-2014 LFS, 2015-36 Projected Southern Region Emp Actual (LFS) Southern Emp Projected Hi Southern Emp Projected Low Lunenburg Cty. Emp Estd. Lunenburg Cty. Emp Projected Hi Lunenburg Cty. Emp Projected Low Rest of Southern Emp. Estd. Rest of Southern Emp. Projected Hi Rest of Southern Emp. Projected Low CBCL Limited MoDC Business Park Feasibility Study - Phase 1 Top-Line Report 13 CHAPTER 4 CONCLUSIONS AND RECOMMENDATIONS 4.1 Results of the Research To this point, our research suggests that there are three main forces impacting the growth of the MoDC. The first is evidence from our interviews that new comers to the MoDC are not inclined to take up residence in the Village of Chester. The reasons given range from the higher cost of housing to an environment that has insufficient activity and variety for the lifestyles of younger persons and younger families. Resolving either or both of these weaknesses could help improve the overall growth rate of the MoDC. For example, the higher cost of housing in the Village could be turned into a selling point. It is well know that lower valued properties in a neighbourhood appreciate in price due to their proximity to higher priced homes. Hence the old saying that one should not buy the best house on the street but buy the worst and improve it to gain financially by the improvement and proximity to higher value homes. The MoDC could even introduce the marketing slogan ‘It pays to move to Chester’. That is, with good advice from local realtors, newcomers could be helped to find homes in the Village with reasonable prices and outsized possibilities for appreciation due to proximity to higher value homes. The second is some evidence that unintentionally restrictive zoning practices and land use regulations are making it more difficult to locate a new or expanded business in the District. There is some anecdotal evidence that the zoning and land use regulations could be made more ‘friendly’ to business without negative impacts. The third is the evidence that there is a reasonable demand for locations in planned commercial / industrial parks. This demand could be somewhat increased with aggressive marketing and selling practices. In fact, the work plan for this project includes hands-on coaching to develop aggressive and effective marketing and selling programs. This work will be undertaken as ‘actual’ work with staff, not simply ‘text-book’ demonstrations of the process. 4.2 Recommendations for Way Forward There appears to be sufficient evidence to proceed to Phases Two and Three of the project – the identification of an appropriate site for the location of planned business / industrial land (including Kaizer Meadow) and the development of a marketing and selling plan for that land CBCL Limited MoDC Business Park Feasibility Study - Phase 1 Top-Line Report 14 However, we recommend that proceeding to a more detailed measure of park feasibility should be accompanied by work to:  determine if the anecdotal evidence of the reticence of newcomers to move into the Village reflects a real pattern;  determine what measures could be taken to enhance the attraction of Chester Village as a place of residence for newcomers;  determine what changes to zoning policies and land use regulations could be made so that the location of a new or expanded business outside of a park environment could be made more ‘business friendly’ without putting the quality of the urban form at risk.