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.