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Municipality of the
District of Shelburne
2010
Final Version
2/1/2010
Our Vision for 2030...
The creative and resourceful people of the Municipality
of the District of Shelburne deeply value their diverse
communities, healthy living and quality of life.
We enjoy our clean, natural environment and
sustainable resource economy from ocean to forest.
Our tradition of self reliance partnered with new
technologies creates a robust economic climate that
welcomes renewable energy and new, sustainable
industries.
Through cooperation and strong, progressive
leadership we build on our rich history to create a
vibrant future.
Integrated Community
Sustainability Plan
[ii]
CONTENTS
Acknowledgements ...................................................................................................................................................... 1
Endorsement by Council ............................................................................................................................................... 2
Section 1: Introduction ........................................................................................................................... 3
About the ICSP .............................................................................................................................................................. 4
Global Perspective .................................................................................................................................................... 4
Local and Regional Context ....................................................................................................................................... 4
Sustainability for the District of Shelburne .................................................................................................................... 5
The ICSP Document and Structure ................................................................................................................................ 6
Gas Tax Fund ................................................................................................................................................................ 9
Section 2: Community Information ........................................................................................................10
Community Baseline ....................................................................................................................................................11
Overview .................................................................................................................................................................11
Demographics & Personal Income ............................................................................................................................11
Economy ..................................................................................................................................................................13
Environment ............................................................................................................................................................14
Community Assets ...................................................................................................................................................16
Municipal infrastructure ..........................................................................................................................................16
Information Sources and Community Consultations .....................................................................................................18
Existing Information .................................................................................................................................................18
ICSP Public Input Process .........................................................................................................................................18
Section 3: Vision for 2030 and Sustainabiilty Solution Areas ...................................................................20
Sustainability Issues for the District of Shelburne .........................................................................................................22
Sustainablity Solution Areas .........................................................................................................................................23
Section 4: Sustainable Development Goals and Action Plan to 2015.......................................................24
Achieving our Vision: Goals and Actions ......................................................................................................................25
Section 5: Regional and Provincial Connections .....................................................................................53
Regional Sustainability Issues for the South Shore .......................................................................................................54
[iii]
Statements of Provincial Interest .................................................................................................................................55
Section 6: Implementation .....................................................................................................................56
Implementation of the ICSP .........................................................................................................................................57
Staff Capacity and Resource Commitment................................................................................................................57
Financial Resources for Implementation ..................................................................................................................57
Implementation Framework.....................................................................................................................................57
Public Engagement ..................................................................................................................................................58
Regional Partnerships ..............................................................................................................................................58
Plan Evaluation and Administration..........................................................................................................................58
Section 7: Bibliography and Appendices .................................................................................................59
Bibliography ................................................................................................................................................................60
Appendix A: .................................................................................................................................................................61
Summary of Existing Information Relevant to ICSP .......................................................................................................61
1993 Strategic Plan ..................................................................................................................................................61
Rodney Lake Watershed Area Municipal Planning Strategy (2001) ...........................................................................62
2003 Community Survey ..........................................................................................................................................62
2005 Economic Development Priorities ....................................................................................................................64
2006 Strategic Planning ............................................................................................................................................64
2007 Physical Activity Strategy .................................................................................................................................65
2009 Council Goals & Objectives ..............................................................................................................................65
2009 Age Friendly Community Roadshow Report .....................................................................................................67
Appendix B: .................................................................................................................................................................69
Community Engagement Summary Report (April, 2009) ..............................................................................................69
Appendix C: .................................................................................................................................................................91
Community Organization Consultations Report (July, 2009) .........................................................................................91
Appendix D: ...............................................................................................................................................................100
South Shore Regional Sustainability Solution Areas ....................................................................................................100
[1]
ACKNOWLEDGEMENTS
This plan was prepared by:
With the assistance of the ICSP Advisory Committee:
The ICSP Planner/Project Coordinator would like to acknowledge the generous contributions of time and knowledge
from the following people and groups who also participated in the process:
Municipality of the District of Shelburne staff for their participation and feedback;
Valeria Kean, Waste Diversion Coordinator for the Joint Services Board, for her assistance with the public
consultation process;
The many members of the public who attended meetings and workshops, completed surveys and provided input
into the planning process in other ways; and
Members of the South Shore Regional ICSP coordinators group.
Emily Tipton, P.Eng.
ICSP Planner/Project Coordinator
Penny Smith, Municipal Clerk
Marilyn Johnston, Director of Recreation & Parks
Morgan Harlow, Youth Resident (Lockeport Regional High School)
Alex Buchanan, Youth Resident (Shelburne Regional High School)
Scott Robinson, Resident
Christine Curry, Resident
Cathy Holmes, Councillor
Sherman Embree, Warden
[2]
ENDORSEMENT BY COUNCIL
[3]
SECTION 1
INTRODUCTION
[4]
ABOUT THE ICSP
An Integrated Community Sustainability Plan (ICSP) is a long term (20 to 50
year) plan that will guide us in making the right investments today so that our
community is healthy and sustainable economically, socially, environmentally
and culturally for our citizens in years to come. Communities across Nova
Scotia are required to develop an ICSP by 2010 as a key requirement of the
Federal Gas Tax Agreement and the Municipal Funding Agreement with the
Nova Scotia Government. The District of Shelburne has used this requirement
as an opportunity to put a long term strategic plan in place to ensure a healthy,
sustainable community and assure the quality of life of all our residents.
Sustainability is a global issue and it is important to understand it from a global
perspective, but also within a local context.
GLOBAL PERSPECTIVE
Sustainability is a global challenge that is well documented. The most recent "Living Planet Report" (World Wildlife
Fund, Zoological Society of London, Global Footprint Network, 2008) shows that by the mid 2030's we will need the
equivalent of two planet earths to sustain our current lifestyles if our demands on the planet continue to increase at
current rates. The report shows more than three quarters of the world's people now living in nations that are ecological
debtors, where national consumption has outstripped their country's biological capacity. Global sustainability
challenges include water scarcity, pollution, deforestation and climate change as well as social and income inequality.
The world's poor also tend to be disproportionately affected by environmental problems.
LOCAL AND REGIONAL CONTEXT
Closer to home, Atlantic Canadians will recognize through personal experience the impacts of unsustainable activities in
the fishing industry. The Atlantic Canada Opportunities Agency (ACOA) included the following description of the
sustainability challenges we face in Atlantic Canada in their 2004-2006 Sustainable Development Strategy:
The Province of Nova Scotia has recognized the importance of sustainability as a guiding principle for our economy and
our society. In 2007 the Nova Scotia Legislature passed Bill No. 146, the Environmental Goals and Sustainable Prosperity
Act (EGSPA), which contains 21 economic and environmental goals for 2020, and is considered to be one of the
strongest pieces of provincial or territorial legislation on sustainability in Canada.
For individual communities, sustainability is about balance; we need to change behaviours to create a sustainable
community to improve and assure quality of life for ourselves, our children and our grandchildren. As a community we
...[M]any areas of Atlantic Canada face social challenges in enabling communities to simultaneously enhance or
maintain the well-being of their people, with due regard for ecosystem, health and employment objectives.
Confronting these challenges must occur in ways that do not place unbearable environmental, economic or
social burdens on this and future generations.
Sustainable development is
defined as the global use of
resources to meet our present
needs without damaging the
ability of future generations to
meet their needs. Sustainability
planning must consider the
economic, social, cultural and
environmental aspects of the
community.
[5]
need to learn how to live more sustainably and continuously evaluate the impacts of our actions - on our neighbours,
our culture, our planet and our grandchildren.
SUSTAINABILITY FOR THE DISTRICT OF SHELBURNE
Sustainability is a word that means many things to many people. This document is the beginning of a journey for the
District of Shelburne through which the community will define what sustainability means for our community, and what
action the municipal government should take to address the sustainability challenges faced by this community.
As part of the process of developing this ICSP, many definitions of sustainability were reviewed and considered. There
are many ways of expressing the concept of sustainability and it was important that the definition of sustainability
reflect maintaining the health of all aspects of our community including the economy, environment and people.
The definition below was adapted from the definition developed by the Town of Bridgewater based on a science-based
definition of sustainability called The Natural Step. For more information on The Natural Step, please visit
www.naturalstep.ca.
Ultimately, sustainability means that future generations will be able to enjoy the same quality of life as we do. The
Natural Step outlines clear goals for a sustainable society, which can be summarized as:
All people have the capacity to meet their basic needs
Natural ecosystems do no become continuously degraded
Pollutants do not continuously build up in the environment
From these principles comes the definition of sustainability for the District of Shelburne, shown below:
Sustainability Means...
[6]
THE ICSP DOCUMENT AND STRUCTURE
The District of Shelburne ICSP structure is illustrated in the following figure. Each element is described in the text below.
VISION FOR 2030
The vision statement expresses how our Council and our residents imagine the future of the District of Shelburne as a
sustainable community in 2030.
SUSTAINABILITY SOLUTION AREAS:
The sustainability solution areas define the areas that will be addressed in the ICSP based on input from the public.
These areas have been prioritized based on public feedback and connected to the four pillars of sustainable
development.
SUSTAINABILITY PRINCIPLES:
In order to achieve sustainability, we have defined the following four principles (adapted from the Natural Step
framework1), which will form the basis of the ICSP and the decision framework for future development in the
municipality. These principles have been used in the development of the plan to test the goal and strategy statements
against the definition of sustainability for the District of Shelburne.
1 www.thenaturalstep.ca
INDICATORS
[7]
Economy: We will take action to enhance and support our local economy and future economic
development, and ensure that economic development is balanced with social, environmental and
cultural concerns.
Resources: We will minimize our consumption of non-renewable resources and creation of
pollution and waste to preserve resources and the environment for future generations.
Natural Environment: We will work to prevent damage to the natural assets within our
community including our coastal areas, beaches, harbours, clean air, protected forest
environments, lakes and rivers.
People, Culture & Communities: We will take action to maintain and improve the quality of life of
all our residents and ensure that they can meet their basic needs - physical, mental, social,
economic, and spiritual and protection from physical harm.
PATTERNS FOR IMPLEMENTATION:
Part of the ICSP planning process has been to look systemically at the Sustainability Issues and Sustainability Solution
Areas in order to understand how they are interrelated and how action in some areas may affect results in others.
Several methods were used in order to understand the relationships between the issues and solution areas. This
analysis included the use of systems thinking archetypes (Hersymowych & Senko, 2007). The systems thinking
archetypes were used to describe the common themes and connections between the sustainability solution areas in our
desired future system. The systems thinking archetypes are a way of expressing generalized patterns of behaviour to
help define how things work in a complex system.
Using the systems thinking archetypes, we have developed a set of patterns for implementation of the plan's goals and
actions in order to create significant progress toward a sustainable future for the community.
The patterns for implementation that were identified are presented below. These patterns have been used in the
development of the action plan to ensure the actions we take are most effective by designing them to create the system
dynamics required to move the community towards a sustainable future.
[8]
Strut our Stuff: Raise the profile and spirit of our community by focusing
on our strengths.
We need to identify our unique assets and plan how we will leverage these to achieve our goals. We
will also work with others who have additional strengths and align ourselves toward a common purpose
and shared vision.
Invest for Success: Invest sustainably for the future in our community
infrastructure, both physical and social.
We need to define success for our community, identify the infrastructure we need to support our future
success, identify and plan for limits to our success and monitor the plan. We will continue to build the
capacity to meet future demands.
Cooperative Partners: Create cooperative partnerships with other
communities, businesses and organizations to achieve our goals.
We need to establish partnerships with organizations that share common goals, be clear about how the
partnerships are mutually beneficial, maintain open and honest communication with our partners and
trust that motivations and actions come from the best of intentions.
SUSTAINABLE DEVELOPMENT GOALS:
The sustainable development goals define what the District of Shelburne will try to achieve in each of the solution areas.
Each solution area will have one or more goals (what we are trying to achieve by 2030) and associated strategy
statements (how we will achieve our goals). We have also examined what the desired results from the goals are and
what potential positive outcomes the goals may contribute to. The goals, outcomes, strategies and associated indicators
are presented in a table for each solution area in Section 4.
SUSTAINABLE DEVELOPMENT ACTION PLAN:
The sustainable action plan describes how the District of Shelburne will take action on sustainability from 2010 to 2015.
For each solution area, actions are categorized based on the type of action and the leading organization (whether it is an
operations change, or a new project or program and whether it is a municipal action or a regional project). Other
related solution areas affected by the actions are indicated. The responsible person or department is also identified for
each action. Every 5 years the ICSP will be reviewed and a new action plan will be developed (See Section 6 for more
information).
INDICATORS:
To ensure the ICSP is providing tangible benefits to the community and also contributing to the desired outcomes of the
federal government (cleaner air, cleaner water and reduced greenhouse gases), indicators for each solution area have
been identified to define how success will be measured. As part of the ICSP implementation process, as actions are
undertaken, appropriate targets for identified indicators will be defined and monitored accordingly.
[9]
GAS TAX FUND
This ICSP has been prepared to comply with federal and provincial requirements for continued receipt of monies from
the Gas Tax Fund. This fund is provided by the federal government and administered provincially by Service Nova Scotia
and Municipal Relations (SNSMR). Gas tax funds are to be invested in environmentally sustainable municipal
infrastructure. Eligible project categories include public transit, community energy systems, water, wastewater
management, solid waste management, and roads and bridges, where it can be demonstrated that they will enhance
environmental sustainability outcomes. Funding can also be used by municipalities to help them develop long-term
plans for improving local quality of life. The required outcomes defined by the federal government are cleaner air,
cleaner water and reduced greenhouse gas emissions.
Funding is distributed to municipalities by the Province of Nova Scotia. The distribution is based on a formula proposed
by the Union of Nova Scotia Municipalities (UNSM) and the distribution formula includes population, the number of
dwellings in a municipality and municipal expenditure. Municipalities must enter into an agreement with the Province
(Municipal Funding Agreement) and submit a capital budget identifying eligible project expenditures as well as meet
reporting requirements (of which this ICSP is one) before funds are released (Service Nova Scotia and Municipal
Relations, 2010). It was recently announced that the Gas Tax Fund will continue indefinitely beyond 2013-14 and
become a permanent measure. This will allow all municipalities, both large and small, to better plan and finance their
long-term infrastructure needs (Infrastructure Canada). The amount which will be received each fiscal year after
2009/10 is expected to be approximately the same as the amount received in the 2009/10 fiscal year.
The Municipality is required to submit a Capital Investment Plan (CIP) annually, which provides to the Canada-Nova
Scotia Infrastructure Secretariat a detailed understanding of anticipated investments into tangible capital assets,
including basic facilities, services and installations needed for the functioning of the community such as bridges, roads,
water systems and wastewater treatment and collection facilities.
The table below details the Gas Tax Funds that have been received to date by the Municipality of the District of
Shelburne and how money has been spent so far:
Fiscal Year
Funds Received
Expenditures
Interest
Earned
Net TOTAL
2005/06
$82,624
Sandy Point Sewer
$16,890
$65,734
2006/07
$80,885
Sandy Point Sewer
$10,935
$2,685
$72,635
2007/08
$106,678
Sandy Point Sewer
$14,748
$4,013
$95,943
2008/09
$133,043
Sandy Point Sewer
ICSP Development
Capital Asset Ledger
$11,471
$28,341
$20,000
$5,703
$78,934
2009/10
(projected)
$255,083
Sandy Point Sewer
ICSP Development
Capacity Building
$166,666
$100,000
$50,000
$5,000
($56,583)
TOTAL
$658,313
$419,051
$17,401
Balance carried forward $256,663
[10]
SECTION 2
COMMUNITY INFORMATION
[11]
COMMUNITY BASELINE
OVERVIEW
The District of Shelburne is located on the Southwest shore of Nova Scotia and is a rural area with a population of 4,828
(Statistics Canada, 2007) concentrated in the coastal regions. The total land area of the District is 1818.5 km2.
Established by Statute in 1855, the District of Shelburne is one of five municipal units in Shelburne County and is located
on the eastern side of the county, bordering the District of Barrington on the west, the Region of Queens on the east,
and surrounding the towns of Shelburne and Lockeport. The District of Shelburne boasts rugged coast line, white sand
beaches, fishing villages, a rich maritime history and friendly people.
DEMOGRAPHICS & PERSONAL INCOME
The 2006 Census showed a 2.0% decrease in population in the District of Shelburne, dropping from 4925 in 2001 to 4828
in 2006 (Statistics Canada, 2007). Population decline is a trend common to rural Nova Scotia, and one that has been
accelerating in some areas (Rural Communities Impacting Policy Project, 2003).
The median age of the population is 44.9 years, significantly higher than the Nova Scotia median (41.8 years) (Statistics
Canada, 2007). Figure 1 below shows the age distribution of the population from the 2006 Census data. This graph
indicates in particular that the District of Shelburne has a lower percentage of the population between the ages of 20 -
34, and a higher percentage of the population aged greater than 55, than both the Nova Scotia average and Halifax.
Some of this difference can be attributed to migration of youth from rural to urban communities. This trend is not
unique to Nova Scotia; it is evident in rural communities across Canada. It has been reported that Nova Scotia has had
fewer of its youth move from rural to urban centres than many other provinces and territories (Rural Communities
Impacting Policy Project, 2003). However, this age distribution has a significant impact on the community, schools and
economy in the District of Shelburne.
Figure 1. Age Distribution from 2006 Census for the District of Shelburne compared with Halifax and Nova Scotia
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
0 to 4
years
5 to 9
years
10 to
14
years
15 to
19
years
20 to
24
years
25 to
29
years
30 to
34
years
35 to
39
years
40 to
44
years
45 to
49
years
50 to
54
years
55 to
59
years
60 to
64
years
65 to
69
years
70 to
74
years
75 to
79
years
80 to
84
years
85
years
and
over
District of Shelburne
Nova Scotia
[12]
The District of Shelburne has a small bilingual population, with 6% of the population fluent in both English and French.
There is also a small immigrant population, which comprises just over 3% of the total population (Statistics Canada,
2007).
The District has many seasonal residents, with almost 25% of the private dwellings not occupied year round. Many
private dwellings are older, with 83% of dwellings constructed before 1986 compared to the Nova Scotia average of 72%
(Statistics Canada, 2007). The majority of dwellings are single detached houses (89.7%), which is consistent with the
rural nature of the municipality. However, this statistic does highlight that housing options are somewhat limited.
The median household income in 2005 in the District of Shelburne was $43,237, which is significantly lower than the
Nova Scotia average of $55,412. Even larger is the disparity between the figures for couple households with children;
the median for the District of Shelburne in 2005 was $53,703 and for Nova Scotia was $73,048. Figure 2 below
compares income by household for the District of Shelburne with other municipalities in Nova Scotia.
Figure 2. Household Median Income (2006)
Statistics Canada uses the Low-Income Cut-Off (LICO) as a measure to identify families and individuals who have incomes
that are below an established level where the household expenditures are disproportionately high for meeting basic
needs, including food, shelter and clothing (Statistics Canada, 2008). In 2005, 9.3% of residents were classified as Low
Income in the District of Shelburne, compared to 13.8% for Nova Scotia. Although this figure is lower than the Nova
Scotia average, the difference in median income figures indicate that many residents of the District of Shelburne have
incomes just above the LICO measure.
[13]
ECONOMY
Residents in the District of Shelburne consider economic challenges to be the most pressing issues facing the community
today. As in many rural communities in Nova Scotia and Canada, a lack of permanent and well-paying jobs places
pressure on all aspects of the rural economy.
The primary economic activities in the District are fishing, fish processing and related marine industries. There is also a
significant tourism industry, a furniture manufacturer, forestry and mining activity. The economy, as a result, is very
dependent on natural resources, particularly the fishing industry. Sustaining rural resources is vital to sustaining the
rural economy in the District of Shelburne and it is important to address resource sustainability in a way that does not
have a negative impact on the culture, society, environment and economy of the region (Voluntary Planning Natural
Resources Citizen Engagement Committee, 2009). The distribution of employment by industry is shown in Figure 3
below (Statistics Canada, 2007):
Figure 3. Distribution of Employment by Industry from 2006 Census
Self-employment is much more prevalent in the District of Shelburne than in Nova Scotia in general. The proportion of
workers classed as self employed in the District of Shelburne is 18.9% (including both incorporated and non-
incorporated), compared to 9.0% in Nova Scotia. Economic diversity is also relatively high. The Economic Diversity Index
(Horne, March 2009) illustrates the diversity of an economy based on the distribution of employment amongst
industries. Values range from 0 - 100 and a score of 80 or greater is considered a highly diverse economy. From 2006
Census information, the District of Shelburne's Economic Diversity Index is 77.8, compared to 84.2 for Nova Scotia as a
whole.
0
100
200
300
400
500
600
700
Utilities
Management of companies and enterprises
Mining and oil and gas extraction
Finance and insurance
Real estate and rental and leasing
Wholesale trade
Arts, entertainment and recreation
Transportation and warehousing
Professional, scientific and technical services
Information and cultural industries
Administrative and support, waste management and remediation services
Construction
Public Administration
Educational services
Accommodation and food services
Other services (except public administration)
Health care and social assistance
Retail trade
Manufacturing
Agriculture, forestry, fishing, and hunting
[14]
Unemployment in 2006 was considerably higher in the District of Shelburne (16.1%) than the Nova Scotia average
(9.1%), as shown in Figure 4.
Figure 4. Unemployment Rate by Municipal Unit (2006 Census)
ENVIRONMENT
Protecting the environment is an important issue for the residents in the District of Shelburne as it contributes
significantly to quality of life as well as the resource economy.
Low population density and the rural setting of the District of Shelburne means it is home to many spectacular natural
areas. There are three provincially protected Wilderness Areas in the District of Shelburne: Bowers Meadows, Tigney
River and the Tobeatic, which borders Kejimkujik National Park. Islands Provincial Park and campground is also located
in the District of Shelburne. All of Shelburne County is included in the Southwest Nova Biosphere Reserve (one of 15
UNESCO designated Biosphere Reserves in Canada), which also includes Queens, Yarmouth, Digby and Annapolis
Counties.
The District of Shelburne includes parts of two Important Bird Areas (IBAs): IBA South Shore (Roseway to Baccaro) and
IBA South Shore (Port Joli sector). These sites are particularly important for piping plovers, an endangered bird species
which makes its home in Nova Scotia during the breeding season. These sites are also important for many other species
of migrating birds.
There are 9 species at risk that are native to the District of Shelburne, including one reptile, three birds, one mammal,
one lichen, and three plants as described in the table below (Nova Scotia Department of Natural Resources, 2003):
[15]
Species at Risk
National Status
Provincial Status
Wood Turtle
(Clemmys insculpta)
Special Concern
Vulnerable
Roseate Tern
(Sterna dougallii)
Endangered
Endangered
Piping Plover
(Charadrius melodius)
Endangered
Endangered
Harlequin Duck
(Histrionicus histrionicus)
Special Concern
Endangered
Moose (Mainland Population)
(Alces alces americana)
not listed
Endangered
Boreal Felt Lichen
(Erioderma pedicellatum)
Endangered
Endangered
Thread-leaved Sundew
(Drosera filiformis)
Endangered
Endangered
Tubercled Spike-rush
(Eleocharis tuberculosa)
Threatened
Threatened
Long's Bulrush
(Scirpus longii)
Special Concern
Vulnerable
[16]
COMMUNITY ASSETS
In December 2008, residents of the District of Shelburne were invited to participate in an Asset Mapping workshop. The
objectives of the session were to:
Identify important rural assets;
Build an understanding of the residents' appreciation of these assets;
Understand the support currently in place to sustain these assets;
Identify the threats to the long term sustainability of these assets;
Plan how the community can sustain and build upon the collective value of these community assets.
The following prioritized list of assets resulted from the workshop.
Asset
1. Hospital/Health Services
2. Fishery
3. People/Skills/Volunteers
4. Schools
5. Coastline
6. Clean & Safe Environment
7. Existing Commerce / Industry / Employment
8. Heritage / Historical Buildings
9. Community Centres
10. Natural Resources
11. Schools/NSCC
12. Recreation/Healthy Living
13. Affordable Land
14. Shelburne Harbour
15. Wilderness
16. Weather
17. Volunteer Fire Departments
18. Potential for Wind Power
19. Undeveloped Land
20. Heritage & Culture
MUNICIPAL INFRASTRUCTURE
Infrastructure assets owned by the District of Shelburne include three buildings, a sewage treatment plant and vehicle
fleet. The table below summarizes all municipally owned assets and infrastructure:
Category
Assets
Description
Buildings
Municipal Administration
Building
Approximately 16,000 sq. ft.
Municipal offices, rented office space & lock-up.
Original building 1902, Addition 1969.
Buildings
Public Works Garage
Garage approximately 3000 sq. ft.
Built approximately 1940
Buildings
Joint Services Board
C&D Site Office (120 sq. ft.)
Scale House (140 sq. ft.)
[17]
Category
Assets
Description
Wastewater
Treatment
Sandy Point Sewage
Treatment Plant
30,000 USGPD design capacity
Services industrial park, nearby residences and
institutions
Vehicle Fleet
Joint Services Board
3 Garbage Trucks
1 Pickup Truck
Vehicle Fleet
Public Works
1 Pickup Truck
1 Forklift
1 Backhoe
Vehicle Fleet
Recreation
1 Pickup Truck
1 Lawn Tractor
Parks & Trails
Recreation
Welkum Park, West Green Harbour Hall, Trails
(Roseway River, Tom Tigney, Foot Bridge, Jordan
River)
[18]
INFORMATION SOURCES AND COMMUNITY CONSULTATIONS
EXISTING INFORMATION
The District of Shelburne does not have a Municipal Planning Strategy (MPS) that covers the entire District, although
there is a MPS and Land Use Bylaw which covers the Lake Rodney Watershed Area. Therefore, this Integrated
Community Sustainability Plan is a stand-alone document. However, there have been several documents and surveys
developed by Council in previous years, and these documents have been reviewed and their content incorporated into
the ICSP where relevant. These include:
1993 Strategic Plan
Rodney Lake Watershed Area Municipal Planning Strategy (2001)
2003 Community Survey
2005 Economic Development Priorities
2006 Strategic Planning (not completed)
2007 Physical Activity Strategy
2009 Council Goals & Objectives
2009 Age Friendly Road Show
The contents of these documents and surveys, as relevant to the ICSP, are summarized in Appendix A. Many of the
challenges and issues identified in these documents still exist in our communities today, and many of the priorities are
still relevant. These documents were all considered in the ICSP development process.
ICSP PUBLIC INPUT PROCESS
The community engagement process was designed to maximize the opportunities for the public to participate by
providing a variety of venues through which people could learn more about sustainability and the ICSP process. Full
results of the ICSP Public Input Process can be found in the ICSP Community Engagement Report (Municipality of the
District of Shelburne, 2009), and a summary has been included as Appendix B of this document. The public was invited
to participate in the following ways:
Press Release: A press release was written and published in the Coast Guard to inform the public about the ICSP
process in December, 2008.
ICSP Brochure: A brochure was designed that provided some background information on sustainability and the
ICSP and advertised the opportunities for public participation. This brochure was distributed to all mailboxes in
the District of Shelburne, Town of Shelburne and Town of Lockeport in late January, 2009.
Community Sustainability Survey: A survey was made available online, by pickup at the municipal offices, at all
public information sessions and was also mailed out to 10% of residential addresses in the Municipality (562
residences in total).
Municipality of Shelburne Website: The ICSP page on the website offers information about the ICSP process as
well as the opportunity to fill in the Community Sustainability Survey online.
Open Office Hours: Open office hours were advertised in the ICSP Brochure for the public to meet with the ICSP
Planner / Project Coordinator on Thursdays from 12 - 2 pm in the Council Chambers.
[19]
Sustainability Line / Email: An email address and direct telephone line were installed and advertised in the
press release and ICSP Brochure for the public to contact the ICSP Planner / Project Coordinator.
Asset Mapping Workshop: In December, 2008, Councillors were asked to invite members of the public to
attend an Asset Mapping Workshop to initiate the Community Engagement process for the ICSP. This workshop
has been described in a separate report, which can be found in Appendix 2 of the ICSP Community Engagement
Report (Municipality of the District of Shelburne, 2009).
The Future of Our Assets - Visioning Workshop: Community members who attended the Asset Mapping
Workshop in December, 2008 were invited to attend a follow-up workshop that examined the future of our
assets and the opportunities they present in the context of sustainable development. This workshop has been
described in a separate report, which can be found in Appendix 3 of the ICSP Community Engagement Report
(Municipality of the District of Shelburne, 2009).
Public Community Workshops: A series of seven public community workshops were held (one in each district of
the Municipality). These workshops were advertised in the ICSP Brochure, on the website, in the Coast Guard
newspaper and with Eastlink cable.
Community Group Information Sessions and Workshops: Over 150 letters and brochures were sent to
community groups and businesses in the Municipality in January, 2009, inviting them to participate in the
process by holding an ICSP information session or a group workshop for members or employees.
Public Goals & Actions Workshops: Following the initial consultation process from December, 2008 - March,
2009, the public was also invited to participate in two workshops designed to prioritize solution areas and
identify possible goals and actions in June, 2009.
Organizations were also invited to participate in a series of workshops exploring issues, possible solutions and the role of
the municipal government under each of the four pillars of sustainability (Economic, Social, Cultural, and
Environmental). These workshops were held in cooperation with other Municipal Units in Shelburne County and as such
covered the entire county in their scope. A summary of the workshop results can be found in the Community
Organization Consultations Summary Report in Appendix C of this document. The organizations that participated in
these workshops are listed in the table below:
Economic
Social
Cultural
Environmental
ACOA
(Atlantic Canada
Opportunities Agency)
CBDC
(Community Business
Development
Corporation)
SWSDA
(South West Shore
Development Authority)
NSERD
(Nova Scotia Economic
and Rural Development)
NSBI
(Nova Scotia Business
Inc.)
Roseway Hospital
South West Health
NSCC (Nova Scotia Community
College) - Shelburne Campus
Community Services
Schools (Shelburne Regional High
School representing all schools)
VON (Victorian Order of Nurses)
Day care (Little People's Place)
Long term care (Roseway Manor)
Tri-County Housing Authority
Tri-County Women's Centre
Churches
Shelburne Historical Society
Nova Scotia Health Promotion
Municipal Recreation Directors
Shelburne County Trails Association
Western Counties Regional Library
Cape Sable Island Historical Society
Osprey Arts Centre
Shelburne County Arts Council
Shelburne County Women's Fishnet
Harmony Bazaar
Southwest Nova Biosphere Reserve
Association
TREPA (Tusket River Environmental
Protection Association)
Nova Scotia Environment -
Protected Areas
Harbour Authorities (Lockeport)
Nova Scotia Department of Natural
Resources
Agriculture Industry Representative
Private Woodlot Owner
Representative
Bird Studies Canada
Federal Department of Fisheries
and Oceans
[20]
SECTION 3
VISION FOR 2030 AND
SUSTAINABIILTY SOLUTION AREAS
[21]
Our Vision for 2030...
The creative and resourceful people of the Municipality of the District
of Shelburne deeply value their diverse communities, healthy living and
quality of life.
We enjoy our clean, natural environment and sustainable resource
economy from ocean to forest.
Our tradition of self reliance partnered with new technologies creates
a robust economic climate that welcomes renewable energy and new,
sustainable industries.
Through cooperation and strong, progressive leadership we build on
our rich history to create a vibrant future.
[22]
SUSTAINABILITY ISSUES FOR THE DISTRICT OF SHELBURNE
The following list of sustainability issues was generated based on community feedback from all sources and are listed
alphabetically:
Issue
Examples
Coastal Areas
Unrestricted development; no land use planning in place for preservation
Restricted access to beaches due to private land ownership
Rising sea level and erosion
Community Spirit
Negative attitudes and mindsets
Scepticism
Lack of knowledge about change, sustainability
Economy
Lack of industry and jobs
Lack of sustainable, green local economy
Limited access to high speed internet
Challenges for small businesses
Dependent on outside communities for financial survival
Education
Limited opportunities for adult and post-secondary education
Youth need education about finances
Affordable day care is not available for all (economically, geographically)
Energy
Long term trends for rising fuel costs
Dependency on non-renewable resources - oil and imported fuels
Cost, availability and reliability of electricity
High cost of adoption for alternative energy solutions
Inefficiency
Fishery
Decline in the fishery
Reduced local processing of fish
Ineffective government intervention
Destructive fishing practices, big business
Food
Lack of availability of local food
People are not self reliant enough
Lack of food security - dependent on Sobeys
Global Environment
Climate Change
Carbon footprint
World population increase
Reversing damage done to our environment
Health care
Reduced Hospital services (ER closures, travel to Yarmouth/Bridgewater for
services)
Shortage of doctors, nurses (and other medical professionals)
Housing
Lack of Seniors housing options
Lack of housing options for young families
Municipal Affairs
Affordability of taxes (increased assessments)
Lack of recognition provincially and federally
Leadership and political will
Inefficiency due to five municipal units in Shelburne County
Population
Out-migration of youth
Ageing population
Seasonal population and/or retirees with conflicting priorities to young families
[23]
Issue
Examples
Recreation
Limited recreation options for children and youth (gym, pool, etc.)
Recreation options are not available to all (due to transportation, cost, etc.)
Transportation
Poor road conditions, ageing infrastructure
Lack of public transportation
Waste Management
Increasing litter
Not all residents comply with recycling, composting requirements
No local recycling and composting facility
Water
Drinking water quality
Sewage disposal
SUSTAINABLITY SOLUTION AREAS
Based on the list of issues generated from the public input process and the other input received regarding possible
solutions, the District of Shelburne has identified the thirteen (13) Sustainability Solution Areas. These have been
prioritized based on public input and are listed below in order of priority. The priority numbers are the same where the
solution area received the same number of public priority votes. Also indicated in the table is which of the four
sustainable development pillars the solution area relates to.
Solution Area
Priority
Four Pillars
Robust Local Economy
1
Natural Environment
1
Economic Growth & Development
1
Health Care, Recreation and Social Services
2
Education
3
Waste Management
3
Transportation
4
Municipal Operations
4
Climate Change Adaptation
5
Cooperative Community Spirit
5
Affordable, Healthy Local Food
5
Renewable Energy
5
Heritage & Culture
5
Economic
Environmental
Social
Cultural
1
2
3
4
5
6
7
8
9
10
11
12
13
[24]
V
SECTION 4
SUSTAINABLE DEVELOPMENT GOALS
AND ACTION PLAN TO 2015
[25]
ACHIEVING OUR VISION: GOALS AND ACTIONS
Beginning on page 26 is a series of tables that describe the sustainable development goals for each solution area and
then lists actions identified for the period from 2010 - 2015.
In the first table for each solution area, the goals are stated in terms of what we want to achieve as a community by
2030. The strategies describe how the Municipality will approach these goals. Indicators have been identified for each
solution area in order to design targets in the future as the action plans are implemented.
In the second table, action items to be undertaken between 2010 and 2015 are listed for each solution area. These
actions have been designed to be systemic in nature, so also impact progress in other solution areas. All the solution
areas that an action will impact have been listed in the table. The actions that have already started are indicated.
Actions are categorized based on whether they are related to operations or identify a new project or program, and
actions that may be approached through regional partnerships are also specified. The actions are numbered based on
the action type, solution area and sequential number. The action types are described in the following table:
Action Type
Symbol
Description
Municipal
Operations
MO
Actions listed in this table relate to municipal operations (as opposed to capital
projects or new programs). In many cases these actions refer to changes or the
continuation of ongoing programs.
Municipal
Projects &
Programs
MP
Actions listed in this table relate to new municipal projects or programs.
Regional Projects
RP
Actions listed in this table are projects and programs for which the Municipality will
seek collaboration from other municipal governments, other levels of government
and other organizations in the community.
[26]
What do we want to achieve by 2030?
How will we achieve our goals?
Measuring Success...
Our local economy is resilient and
self-supporting.
Local businesses thrive and are able to
offer our residents meaningful work at
a liveable wage.
By creating the conditions to ensure that
most businesses are locally-owned and
that local businesses are supported by
the community.
By helping local businesses to plan for
and adapt to future economic challenges.
By fostering a creative, cooperative and
collaborative community spirit and
encouraging entrepreneurship and
innovation.
Locally owned
businesses
Residents employed by
local businesses.
Residents with income
below the Statistics
Canada Low Income
Cut-Off.
Number of people
using the Shelburne
Loyalist Food Bank.
Businesses and
organizations with
sustainable purchasing
practices.
Community
greenhouse gas (GHG)
emissions.
Everyone in our community has
access to a sufficient livelihood.
Residents are employed in work that
contributes to family, community and
economy.
By enhancing education options to ensure
our residents have access to education
and training to develop the skills they
need.
By helping to ensure that energy, food
and transportation costs are affordable
and secure for all in the long term.
By creating the conditions to enable our
residents to have access to meaningful
work with a liveable wage.
Goods are produced and consumed
locally using environmentally
responsible practices.
People and businesses shop locally for
food, goods and services and our local
businesses are environmentally
responsible.
By increasing the amount of local value-
added processing of our resource based
products.
By helping to ensure that essential goods
and services are available locally, from
locally owned and operated companies.
By supporting the transition of local
business operations to be more
environmentally responsible.
By encouraging and supporting initiatives
that increase access for our residents to
locally produced goods and services.
In order to be resilient in tough economic times, the District of Shelburne needs to
develop its local economy to embrace the emerging "green" economy globally but also
to develop a culture that encourages and values local cooperation and collaboration
between businesses and organizations. In the past, our communities have been
economically vulnerable and strongly affected by external economic conditions. By
strengthening the local economy, wealth generated here will stay here and the benefits
will be distributed amongst our residents.
Robust Local Economy - Goals & Strategies
1
1-1
1-1
1-2
1-3
1-2
1-4
1-5
1-3
1-6
Robust Local Economy
Natural Environment
Economic Growth & Development
Health Care, Recreation & Social Services
Education
Waste Management
Transportation
Municipal Operations
Climate Change Adaptation
Cooperative Community Spirit
Affordable, Healthy Local Food
Renewable Energy
Heritage & Culture
Action already started
GT Potential Gas Tax Eligible Project
1
2
3
5
6
7
8
9
10
4
11
12
13
ID
Action
Responsibility
Related Solution Areas
Municipal Operations
MO-1-1
Economic Development Officer
Establish an Economic Development Officer to focus on the
District of Shelburne. This could be a staff position, contract
position or achieved through a Regional Development Authority.
CAO
Municipal Projects & Programs
MP-1-1
Local Business Conference & Trade Show
Work with local business organizations to host an annual capacity
building event, including networking, seminars, outreach and a
trade show for local businesses. Encourage networking to
enhance cooperation and use the event to help define current
and future human resource and education needs. Invite external
businesses that may potentially want to locate or relocate to the
Shelburne area.
Economic
Development
Officer
Collaborative Regional Projects and Programs
RP-1-1
Sustainability Partnership Program
Establish a Sustainability Partnership Program for local businesses
and organizations in Shelburne County. Provide planning and
decision making support and collaboration opportunities for
businesses and organizations who want to transition their
operations to become more sustainable.
The District of Shelburne will work with other municipalities in
Shelburne County on this action.
ICSP Project Officer
RP-1-2
ICSP Project Officer
Establish a Project Officer for Eastern Shelburne County to
manage project implementation for the ICSPs for the District of
Shelburne, the Town of Shelburne and the Town of Lockeport.
The District of Shelburne will work with other municipalities in
Eastern Shelburne County on this action.
CAO
RP-1-3
Enhance Role of Waterfront Development Committee
Incorporate harbour development and water use into the
mandate of the Waterfront Development Committee; a
Committee of Council of both MDS and the Town of Shelburne.
Invite industrial stakeholders in Shelburne Harbour, fishing,
aquaculture, tourism and recreational organization
representatives onto the committee to ensure development of
the harbour respects the interests of all residents.
The District of Shelburne will work with other municipalities in
Eastern Shelburne County on this action.
Municipal Clerk
ICSP Project Officer
1 Robust Local Economy - Actions to 2015
1
1
2
3
11
12
1
3
5
1
2
3
6
8
9
11
12
1
2
3
5
6
7
8
9
10
11
12
1
2
5
8
9
10
5
3
[28]
What do we want to achieve by 2030?
How will we achieve our goals?
Measuring Success...
Our natural resource industries have
been revitalized, and are based on
practices that sustain our resources
for future generations.
Our natural resource economy will be
sustainable and a key part of our local
economy.
By ensuring education and resources are
available to new and existing local
resource based businesses for
improvements to sustainable practices.
By promoting and marketing our
resource based products locally and
globally as sustainably harvested.
Through advocacy, cooperation with
other stakeholders and active
participation in consultation processes
with other levels of government to
protect our natural resources and the
industries that depend on them.
Resource-based
businesses with
sustainable operating
practices.
Effective Land-Use
Policy covering
important natural
areas.
Coastal and watershed
water quality
Eco-tourism visitors to
Shelburne County
Our coastal areas, beaches and
harbours, forests, wetlands and
watercourses are protected from
development that may damage the
natural ecosystems.
Residents and visitors have access to
pristine wilderness inland and along
our coast.
By creating a Land Use Policy which
balances environmental protection with
public access and sustainable economic
activity.
By ensuring municipal policies align with
other regional, provincial and federal
initiatives for management of coastal
areas, forests, wetlands and
watercourses.
Through advocacy and by working
cooperatively with other stakeholders to
ensure policy is effective and enforced.
Our natural environment is
accessible, where appropriate, for
passive recreational use by residents
and visitors.
Residents and visitors value our
environment.
By educating and increasing the
awareness of our residents and visitors
about their responsibilities in protecting
the natural environment.
By working cooperatively with other
stakeholders and communities to
promote the Shelburne area for eco-
tourism.
Natural Environment - Goals & Strategies
Our community has a very strong connection, economically and culturally, to our natural
environment including forests, wetlands, coastal regions and our harbours. Our
environment now faces many potential threats including climate change and sea level
rise, unsustainable harvest practices in our resource based industries and industrial
development. Our economy and our culture are dependent on preserving our
environment, ensuring access to it for future generations.
2-4
2-2
2-1
2-3
2-1
2-2
2-3
2
Robust Local Economy
Natural Environment
Economic Growth & Development
Health Care, Recreation & Social Services
Education
Waste Management
Transportation
Municipal Operations
Climate Change Adaptation
Cooperative Community Spirit
Affordable, Healthy Local Food
Renewable Energy
Heritage & Culture
Action already started
GT Potential Gas Tax Eligible Project
1
2
3
5
6
7
8
9
10
4
11
12
13
ID
Action
Responsibility
Related Solution Areas
Municipal Projects & Programs
MP-2-1
GT
Coastal Management Policy & Land Use By-Law
Create a Coastal Management Policy and associated Land Use By-
Law for coastal zone areas, ensuring alignment with federal and
provincial policy on coastal management.
ICSP Project Officer
MP-2-2
Water Resource Strategy and Water Quality Protection
Work with the provincial government and other municipalities in
the region on effective implementation of the Provincial Water
Resource Strategy and integrate into land use planning activities
and policies to protect our residents' drinking water quality.
Consider incorporating water quality monitoring for natural and
protected watershed areas.
ICSP Project Officer
MP-2-3
GT
Sandy Point Sewage Treatment Plant
Complete the replacement and re-siting of the Sewage Treatment
Plant at Sandy Point to improve treatment capability and increase
capacity. Ensure the new plant is designed for modular
expansion as treatment volumes increase with the development
of the Shelburne Industrial Park. Include a climate change
vulnerability assessment on this new public infrastructure.
ICSP Project Officer
CAO
MP-2-4
GT
Riparian Zone Management Policy & Land Use By-Law
Create a Riparian Zone Management Policy and associated Land
Use By-Law for watercourses, wetlands, lakes and forests,
ensuring alignment with federal and provincial policy on
watercourses and forests. Include a review of the existing Land
Use By-Law for the Lake Rodney Watershed and a review of the
Hayden Lake Watershed Area.
ICSP Project Officer
Collaborative Regional Projects and Programs
RP-2-1
Education Program for Building and Renovation Projects
Compile information and provide clear direction to residents on
what they can do to help protect the natural environment and
become more sustainable through building and renovation
projects. Disseminate information on energy efficiency, green
building materials, site planning, renewable energy and case
studies through the Building Inspection Department.
The District of Shelburne will work with other municipalities in
Eastern Shelburne County on this action through the Joint Services
Board.
ICSP Project Officer
RP-2-2
Advocate for and actively promote a sustainable fishery
The local economy depends on an economically and
environmentally sustainable fishing industry. This action will
involve actively participating in consultative processes and
advocating for effective ocean resource management.
CAO
2
11
12
2
8
9
2
8
9
2
3
1
2
3
11
Natural Environment - Actions to 2015
2
1
2
3
[30]
What do we want to achieve by 2030?
How will we achieve our goals?
Measuring Success...
Our economy has grown and
diversified and exists in harmony
with our natural environment.
We will see growth in home and
internet-based businesses as well as
new industries, including renewable
energy, which will bring new skills as
well as prosperity to the region
without damaging our environment.
By attracting, retaining, encouraging
expansion and removing barriers for
businesses that meet sustainability
criteria.
By developing and promoting new
infrastructure to improve the unique
advantages of doing business in
Shelburne.
Economic diversity
Residential tax burden
Land occupied at
Shelburne Industrial
Park
Population in the
District of Shelburne
and neighbouring
municipalities
Confidence of
residents in economic
development strategy
We have grown our population and
seen our young people return to our
thriving community.
Our local economy offers options for
our young people to stay or return to
the area and people are attracted to
the region as a growth centre for
sustainable business.
By implementing a re-population and
human resource strategy in cooperation
with local businesses and economic
development organizations.
By developing and nurturing long term
relationships between local businesses,
organizations and governments and our
young people before they leave school.
We are confident in and have seen
success with an economic
development strategy that reflects
local values and incorporates the
principles of sustainability.
The economy is no longer the biggest
concern for our residents.
By improving the current approach to
economic development and introducing
the principles of sustainability to help
guide action.
By introducing measureable indicators
that reflect our values and principles by
which we will judge the success of our
efforts.
3-4
3-2
3-1
3-3
Economic Growth & Development - Goals & Strategies
3
3-1
3-2
3-3
3-5
The Shelburne area has faced many challenges to economic growth in recent years
including out-migration, regionalization and challenging conditions in our natural
resource industries such as forestry and fishing. The future will provide further
challenges for our natural resource economy, so we must focus our economic growth
efforts on areas that will help to sustain our community in the long term including
diversification of the economy and growth in sectors such as value added resource
products, renewable energy and sustainable agriculture and food production.
Robust Local Economy
Natural Environment
Economic Growth & Development
Health Care, Recreation & Social Services
Education
Waste Management
Transportation
Municipal Operations
Climate Change Adaptation
Cooperative Community Spirit
Affordable, Healthy Local Food
Renewable Energy
Heritage & Culture
Action already started
GT Potential Gas Tax Eligible Project
1
2
3
5
6
7
8
9
10
4
11
12
13
ID
Action
Responsibility
Related Solution Areas
Municipal Projects & Programs
MP-3-1
Sustainable Business Tax Incentive Program
Investigate options for a Tax Incentive Program to encourage
businesses to adopt environmentally responsible practices and
attract businesses that are environmentally responsible to the area.
ICSP Project
Officer
MP-3-2
Community Asset Map and Human Resource / Skills Inventory
Develop a Human Resource Skills Inventory and Community Asset
Map for business attraction. Incorporate a long term human
resource database that includes people who have left the area to
seek work or further education.
Economic
Development
Officer
MP-3-3
Shelburne Industrial Park Strategic Plan
Develop a long term, strategic plan for the development of the
Shelburne Industrial Park
Economic
Development
Officer
MP-3-4
Shelburne Industrial Park Development
Develop and service new lots in the Shelburne Industrial Park and
introduce land use policy to encourage environmentally responsible
industrial developments in the Shelburne Industrial Park Area.
Economic
Development
Officer
CAO
Collaborative Regional Projects and Programs
RP-3-1
'Opportunities in your Community' Program for High Schools
Create a program for the local high schools in cooperation with other
municipal units in Shelburne County which promotes local
opportunities in health care, marine industries, agriculture and small
business. Support and communicate with students who leave the
area for educational reasons and support their return to the area.
Include an annual award for residents who "stayed" or "came back"
to their local communities. Incorporate coordination of co-op
placements for skilled trades in high school and for university
students with local businesses. Use summer recreation staff for
outreach activities with high schools. Incorporate links to local
volunteer programs for youth (e.g. Teens Lending Care - TLC
program at Roseway Hospital).
The District of Shelburne will collaborate with other municipalities in
Shelburne County on this action if possible.
ICSP Project
Officer
RP-3-2
Repopulation Strategy
Implement a Repopulation Strategy for the Shelburne area in
partnership with the Chamber of Commerce. Incorporate strategies
to encourage in-migration, immigration and re-migration.
The District of Shelburne will collaborate with the Town of Shelburne
on this action if possible.
Economic
Development
Officer
RP-3-3
Tourism Development Strategy
Support the Shelburne County Tourism Development Coordinator
and develop a long term strategy for tourism development, including
eco-tourism, in Shelburne County.
Economic
Development
Officer
12
2
3
3
Economic Growth & Development - Actions to 2015
3
1
2
3
12
5
10
12
1
3
5
8
4
1
3
5
1
3
8
2
13
1
2
3
1
[32]
Health Care, Recreation & Social Services - Goals & Strategies
What do we want to achieve by 2030?
How will we achieve our goals?
Measuring Success...
We have adequate health care staff
and facilities to care for all our
residents effectively, ensure
preventative health care is
emphasized and give reasonable
access to the health care system.
Our residents are healthier and
happier and have access to primary
health care services, appropriate
housing, recreation, transportation
and social services in our
communities.
By ensuring our community and our
health care facilities are attractive to
medical professionals.
By working collaboratively with the
Department of Health, Southwest District
Health Authority, and other municipal
units in Shelburne County on physician
recruitment.
By supporting community-led physician
recruitment efforts.
By advocating and supporting
preventative health care measures and
health care delivery solutions that help
to reverse the negative effects of
regionalization.
Residents with access
to a family doctor or
nurse practitioner
Closure rate of
Roseway Hospital
Emergency Room
Diversity of housing
options available
Physical activity levels
of residents
Residents accessing
social services when
needed
We have adequate and appropriate
housing options available for
residents of all ages and income
levels in our communities.
By encouraging housing development
and re-development projects in our
communities which increase the diversity
of housing options available.
Physical activity in harmony with the
natural environment has become a
core value of our community and is
an integral part of our social
interactions, recreation and
transportation options.
By continuing to promote physical
activity and provide opportunities for our
residents to participate, and by
introducing innovative and accessible
ways for our residents to incorporate
physical activity into daily life.
Our residents have improved access
to social services and are aware of
the programs available to them and
how to access them.
By proactively accepting responsibility
for helping our residents to access
services from all levels of government.
4-4
4-2
4-1
4-3
4-5
4-1
4-2
4-3
4-4
4
Over the past several years, the Shelburne area has seen trends towards
regionalization of services, making health care, recreation facilities and social services
difficult to access locally. The local facilities we do have are sometimes under-utilized
due to population decline and are difficult to maintain and sustain. We also suffer
from a shortage of health care professionals to staff those facilities. In order to ensure
the health and development of our community into the future we need to find creative
solutions to revitalize our infrastructure and ensure access to these services, which are
essential for the well being of our residents.
Robust Local Economy
Natural Environment
Economic Growth & Development
Health Care, Recreation & Social Services
Education
Waste Management
Transportation
Municipal Operations
Climate Change Adaptation
Cooperative Community Spirit
Affordable, Healthy Local Food
Renewable Energy
Heritage & Culture
Action already started
GT Potential Gas Tax Eligible Project
1
2
3
5
6
7
8
9
10
4
11
12
13
Health Care, Recreation & Social Services - Actions to 2015
ID
Action
Responsibility
Related Solution Areas
Municipal Operations
MO-4-1
Physical Activity Strategy
Update the Physical Activity Strategy and incorporate strategies
for increasing the uptake of active transportation and increasing
the amount of Fitness and Wellness Programs being offered in
community halls.
Recreation
Municipal Projects & Programs
MP-4-1
Physician Recruitment Strategy
Develop and implement a Strategic Plan for recruiting physicians
that includes scholarships for local students, among other
possible means to keep the health care system accessible,
Roseway ER open and in-patient care effective.
CAO
MP-4-2
Shelburne Medical Clinic Renovation and Expansion
Complete the proposed Shelburne Medical Clinic renovation and
expansion to update infrastructure and provide space for 6
practicing health care professionals
CAO
MP-4-3
Flexible Office Space for Social Service Delivery
Establish office space (flexible) for local delivery of Provincial
Social Services (e.g. Housing Authority, Community Services, etc.)
CAO
MP-4-4
Funding Guide for Residents, Businesses and Community
Organizations
Develop a guide for residents, businesses and community
organizations to help connect them to services and funding at all
levels of government and designate a key responsible person for
developing and communicating this information.
Municipal Clerk
Collaborative Regional Projects and Programs
RP-4-1
Advocate for Travelling Public Health Clinics
Lobby the provincial government to establish travelling public
health clinics which visit community halls periodically (Well
Woman, Well Man, Health Matters, etc.).
The District of Shelburne will collaborate with other municipalities
in Shelburne County on this action if possible.
Municipal Clerk
RP-4-2
Advocate for Increased Social Housing and Seniors Care
Facilities
Lobby the provincial government to expand availability of social
housing in Shelburne County, increase the number of licensed
nursing homes, seniors care facilities and retirement homes.
The District of Shelburne will collaborate with other municipalities
in Shelburne County on this action if possible.
Municipal Clerk
4
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2
3
10
8
4
4
7
4
4
4
10
11
10
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3
4
1
1
[34]
Education - Goals & Strategies
What do we want to achieve by 2030?
How will we achieve our goals?
Measuring Success...
Local business, industry and
government have the skilled
personnel they need to be effective.
Local businesses thrive and are able to
offer our residents meaningful work at
a liveable wage.
By maintaining connections with young
people who leave the area for further
education to encourage them to return
for opportunities that require their skills.
By supporting and advocating for
broader remote access to continuing
education, training and lifelong learning
opportunities.
Course offerings
(especially marine
industry and
renewable energy
related) at NSCC -
Shelburne Campus
Young people (16 - 34)
opening businesses in
Shelburne County
Opportunities for
marine industry
related training and
apprenticeships in
Shelburne County
Co-op student and
apprenticeship
placements with local
businesses
Graduates from NSCC -
Shelburne Campus
who work or open
businesses in the
Shelburne area post-
graduation
Young people have the option of
obtaining further education locally to
access local jobs.
Our local economy offers options for
our young people to stay or return to
the area and people are attracted to
the region as a growth centre for
sustainable business.
By developing a strong connection
between the high schools and the local
business community.
By facilitating the connection between
local businesses and local providers of
post-secondary education.
Shelburne is a recognized centre
worldwide for marine industry
related education and training.
Marine-related industry thrives and
diversifies, providing more
opportunities to our residents for work
and education.
By actively pursuing the development of
Shelburne County as a Marine Centre of
Excellence.
By supporting all projects and initiatives
that create opportunities for marine
industry related education and training.
5
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5-5
5-1
5-2
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Education relevant to our economy and local industry is key to economic growth and
development. The local business community, governments and other service providers
suffer from a shortage of skilled workers. Links between our educational institutions
and our community and local economy need to be strong in order for the community to
adapt to coming changes. An effective connection between locally available education
options and the needs of the businesses and community would help build capacity and
resilience into the local economy.
Robust Local Economy
Natural Environment
Economic Growth & Development
Health Care, Recreation & Social Services
Education
Waste Management
Transportation
Municipal Operations
Climate Change Adaptation
Cooperative Community Spirit
Affordable, Healthy Local Food
Renewable Energy
Heritage & Culture
Action already started
GT Potential Gas Tax Eligible Project
1
2
3
5
6
7
8
9
10
4
11
12
13
Education - Actions to 2015
ID
Action
Responsibility
Related Solution Areas
Municipal Operations
MO-5-1
Community Use Programs at SRHS - Community Input
Introduce an annual event for community input into the Community
Use Programs at Shelburne Regional High School. Enhance programs
to incorporate continuing education relevant for local business and
industry.
Recreation
Economic
Development
Officer
Collaborative Regional Projects and Programs
RP-5-1
Shelburne County Marine Centre of Excellence
Update and enhance the concept of Shelburne County as a Marine
Centre of Excellence, leveraging the opportunities that technology has
created for this project.
The District of Shelburne will collaborate with other municipalities in
Shelburne County on this action if possible.
Economic
Development
Officer
RP-5-2
Advocate for Increased Course Offerings at NSCC - Shelburne
Campus
Lobby the provincial government and NSCC to enhance course
offerings particularly with respect to the fishery and marine industry,
and renewable energy technologies.
The Municipality of the District of Shelburne will collaborate with
other municipalities in Shelburne County on this action if possible.
Economic
Development
Officer
RP-5-3
Advocate for the Establishment of a Marine Centre of Excellence in
Shelburne County
Lobby for the establishment of a Marine Centre of Excellence in
Shelburne County.
The District of Shelburne will collaborate with other municipalities in
Shelburne County on this action if possible.
Economic
Development
Officer
RP-5-4
GT
Sustainability Leadership and Public Education Program
Start a public education campaign for sustainability that includes a
leadership program for local businesses and organizations to help
them to deal with the changes that transitioning our economy and
society to sustainability will introduce. Incorporate a column in the
local newspaper to tell the stories of individuals, businesses,
community groups and projects that are helping progress the
community towards sustainability.
The District of Shelburne will collaborate on this action with other
municipalities in Shelburne County, and in the South Shore Region, if
possible.
ICSP Project
Officer
2
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5
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8
11
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5
3
1
2
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3
10
8
[36]
Waste Management - Goals & Strategies
What do we want to achieve by 2030?
How will we achieve our goals?
Measuring Success...
Waste to landfill is minimized and all
recyclables and compost are handled
locally.
Residents consciously reduce waste
and understand the consequences of
creating waste.
By introducing and enforcing an effective
Waste Management Policy and ensuring
this policy aligns where appropriate with
policy in other municipalities and
complements policy at other levels of
government.
By developing the capacity for local
waste handling.
Recyclable and
compostable materials
handled locally
Waste production per
capita
Greenhouse gas
emissions and fuel
costs from shipping
compost and
recyclables to Queens
Illegal dump sites and
prevalence of litter
Participation in
Municipal Litter clean-
up programs
Our community embraces waste
diversion and appropriate waste
management as a core value,
resulting in minimal violation of
waste management by-laws (e.g.
littering and illegal dumping).
Our residents are proud of our clean
communities.
By continuing and enhancing Waste
Management Education Programs in
partnership with other municipalities
where appropriate.
By introducing effective programs for
litter clean-up.
6-4
6-2
6-1
6-3
6-5
6-1
6-2
6
Reducing waste through reuse and recycling is an important strategy for a sustainable future
for our community. Dealing with waste is costly and negatively impacts our environment.
Reducing and effectively managing waste requires a balance of education and regulation to
influence behaviour. To be successful at reducing waste, our community needs to reduce the
amount of waste generated, manage waste more effectively, and deal with more of our waste
locally, either through recycling or composting.
Robust Local Economy
Natural Environment
Economic Growth & Development
Health Care, Recreation & Social Services
Education
Waste Management
Transportation
Municipal Operations
Climate Change Adaptation
Cooperative Community Spirit
Affordable, Healthy Local Food
Renewable Energy
Heritage & Culture
Action already started
GT Potential Gas Tax Eligible Project
1
2
3
4
5
6
7
8
9
10
11
12
13
Waste Management - Actions to 2015
ID
Action
Responsibility
Related Solution Areas
Municipal Operations
MO-6-1
Waste Management By-Law Review
Strengthen, develop and enforce Waste Management By-Laws by
adding curb side bag limits for residual waste and implementing
increased fines for littering and illegal dumping.
Waste Diversion
Coordinator
Municipal Clerk
Municipal Projects and Programs
MP-6-1
GT
Waste Transfer Station (Phase 1)
Waste Transfer Station (Phase 1) to compact compost and residual
waste before transport to Liverpool
Municipal Clerk
Joint Services
Board
MP-6-2
Roadside/Beach/Wharf Cleanup Grant Program
Introduce a Roadside Litter Pickup / Beach Cleanup / Wharf Cleanup
Grant Program for volunteer organizations. Introduce a dedicated
education campaign to reduce litter.
Waste Diversion
Coordinator
MP-6-3
Litter Deterring Signage and Waste Containers
Increase litter deterring signage and incorporate waste containers at
pull off sites and boat launches.
Waste Diversion
Coordinator
MP-6-4
GT
Waste Transfer Station (Phase 2)
Waste Transfer Station (Phase 2) to add a local composting facility
and recycling facility.
Municipal Clerk
Joint Services
Board
MP-6-5
Illegal Dump Site Inventory and Cleanup
Establish a continuing inventory of illegal waste sites for attention
and where possible arrange for cleanup or monitoring.
Waste Diversion
Coordinator
Collaborative Regional Projects and Programs
RP-6-1
Enhance Waste Reduction and Diversion Education Programs
Enhance Waste Reduction and Diversion Education Programs to
support backyard composting, improve recycling habits and
influence buying habits to reduce waste and packaging. Promote
and fund backyard composting. Publish waste diversion statistics
regularly.
The District of Shelburne will collaborate with other municipalities in
Eastern Shelburne County on this action.
Waste Diversion
Coordinator
RP-6-2
Advocate for Consistency in Sorting Requirements for Waste
Lobby the provincial government for consistency in sorting
requirements and labelling of waste containers for garbage, recycling
and compost.
Waste Diversion
Coordinator
RP-6-3
Advocate for Reducing Packaging and Strengthening Littering Fines
Lobby the federal and provincial governments for legislation to
reduce packaging, introduce refundable deposits on fast food
packaging (e.g. Tim Horton's cups) and to increase fines for littering.
Waste Diversion
Coordinator
6
6
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1
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1
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[38]
Transportation - Goals & Strategies
What do we want to achieve by 2030?
How will we achieve our goals?
Measuring Success...
Environmentally responsible and cost
effective transportation alternatives
are available for goods and people
travelling to and from our
communities.
There is reduced environmental
impact from transportation, and
transportation of goods and people to
and from, and within the region is
secure and affordable.
By encouraging other levels of
government to invest in the required
infrastructure to effectively connect our
community with the rest of Nova Scotia.
Satisfaction with road
conditions and
transportation options
Usage of municipally
facilitated public
transportation
solutions
Use of active
transportation
amongst residents
All our residents have access to
transportation alternatives for
travelling within our community
which are affordable and
environmentally responsible.
By developing innovative transportation
solutions to connect our people and
communities together.
By ensuring that any new large
residential developments (over 20 units)
are located in areas that can be
reasonably serviced by public transit.
People are choosing active
transportation as a mode of
transportation wherever possible.
Our residents are healthier and there
is reduced environmental impact from
local transportation.
By encouraging people to participate by
incorporating active transportation into
the Physical Activity Strategy.
By investing in the required
infrastructure to facilitate active
transportation within our communities.
7
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7-2
7-3
Transportation options that connect our community together into the future are essential
to ensure sustainable access to employment, social services, health care, education and
recreation opportunities. Connecting our community and economy to the rest of Nova
Scotia and the world is also essential for growth and development. We must recognize
and plan for the fact that the challenge of increasing fuel costs may make current
transportation models less viable, and that some people in our community even now do
not have access to transportation. The sustainability of our community depends on us
developing innovative transportation alternatives for this region that are available for all
our residents to access.
Robust Local Economy
Natural Environment
Economic Growth & Development
Health Care, Recreation & Social Services
Education
Waste Management
Transportation
Municipal Operations
Climate Change Adaptation
Cooperative Community Spirit
Affordable, Healthy Local Food
Renewable Energy
Heritage & Culture
Action already started
GT Potential Gas Tax Eligible Project
1
2
3
4
5
6
7
8
9
10
11
12
13
Transportation - Actions to 2015
ID
Action
Responsibility
Related Solution Areas
Municipal Projects and Programs
MP-7-1
GT
Long Term Strategy for Investment in Active Transportation
Infrastructure
Develop a long term plan for public and private investment in active
transportation infrastructure including bike parking at public sites,
pull off sites, boat launch sites, bikeways/lanes, shared multi-use
trails, etc.
ICSP Project
Officer
Recreation
MP-7-2
Boat Launch and Pull-off Sites
Establish boat launch and pull-off sites throughout the Municipality
to encourage tourism, active transportation and recreational use of
the road and water infrastructure.
Recreation
MP-7-3
Pilot Program for Municipal Transportation
Gather data on transportation needs by funding rides through the
Shelburne County Transportation Society Dial-a-Ride Program for
municipal residents. Record information on usage of subsidized rides
and use the information to develop a long term transportation
strategy.
ICSP Project
Officer
Recreation
Collaborative Regional Projects and Programs
RP-7-1
GT
Transportation Strategic Plan - Eastern Shelburne County
Complete a Strategic Plan for transportation in the region that
examines feasible options for public transit using the EAC / UNSM
rural transportation toolkit. Work with Shelburne County
Transportation Society.
The District of Shelburne will collaborate with other municipalities in
Eastern Shelburne County on this action.
ICSP Project
Officer
Economic
Development
Officer
RP-7-2
Advocate for Completion of the 103 Upgrade from Broad River to
Sable River
Lobby the provincial government to complete the 103 upgrade from
Broad River to Sable River.
Economic
Development
Officer
RP-7-3
Advocate for Sea Transportation Infrastructure in Shelburne
Harbour
Lobby the provincial and federal governments for investment in sea
transportation infrastructure for Shelburne Harbour.
The District of Shelburne will collaborate with the Town of Shelburne
on this action.
Economic
Development
Officer
6
2
1
4
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4
7
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1
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3
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3
1
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5
3
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[40]
Municipal Operations - Goals & Strategies
What do we want to achieve by 2030?
How will we achieve our goals?
Measuring Success...
Our municipal government has
strong cooperative links to other
municipalities in our region, as well
as federal and provincial agencies
that influence municipal government
activities.
The municipal government is
delivering projects and programs that
enhance our residents' quality of life.
By enhancing communication and the
capacity for cooperative action with
other municipal units in Shelburne
County.
By enhancing communication with other
government agencies to ensure we are
informed and able to influence new
policy and other decisions that may
affect our community.
Regional projects and
up to date inter-
municipal agreements
Municipal Energy costs
and greenhouse gas
emissions
Staff and Council
capacity to deliver
projects successfully
Public participation in
municipal affairs,
committees and
planning activities
Public satisfaction and
feeling of value for tax
dollars
Municipal operations have become
more cost effective and as a result,
we have been able to invest more in
our communities.
Taxes are affordable for our residents.
By reducing and conserving energy and
using alternative energy sources to
reduce energy costs.
By cooperating with neighbouring
municipal units on service delivery
through Inter-Municipal Agreements
where appropriate.
By developing the capabilities, skills and
capacity of our staff and Council.
We are confident that our residents
understand and support municipal
government activities funded by
their tax dollars.
Residents are constructively engaged
in municipal government activities.
By communicating effectively and
regularly consulting the public in a
comprehensive manner to ensure we
understand the public's needs.
By regularly reviewing and adapting our
actions as the situation changes to
ensure alignment with our long term
goals.
8
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8-5
Ensuring our residents are receiving good value for money for their tax dollars is
important, and ensuring tax rates are affordable whilst providing an appropriate level of
service is essential. Municipal operations should be improving continuously and finding
new ways to become more efficient and more effective. In order to achieve this, our staff
and our Council need to have the appropriate skills and capacity. Our organization also
needs to seek cooperation with other organizations and governments where appropriate.
Robust Local Economy
Natural Environment
Economic Growth & Development
Health Care, Recreation & Social Services
Education
Waste Management
Transportation
Municipal Operations
Climate Change Adaptation
Cooperative Community Spirit
Affordable, Healthy Local Food
Renewable Energy
Heritage & Culture
Action already started
GT Potential Gas Tax Eligible Project
1
2
3
5
6
7
8
9
10
11
12
13
4
ID
Action
Responsibility
Related Solution Areas
Municipal Operations
MO-8-1
Professional Development Program and Succession Planning
Program
Institute a formal, structured Professional Development Program and
Succession Planning Program for municipal staff.
CAO
MO-8-2
Greenhouse Gas Inventory
Building on work completed in 2009, conduct an annual greenhouse
gas emissions inventory for municipal operations and track progress
in reducing greenhouse gas emissions.
ICSP Project
Officer
Municipal Projects and Programs
MP-8-1
Sustainability Committee of Council
Establish a Sustainability Committee of Council to oversee ICSP
project progress and update the ICSP annually. The committee
would meet quarterly and provide advice to the ICSP Project Officer
on community involvement, reporting and ICSP projects.
Municipal Clerk
ICSP Project
Officer (Chair)
MP-8-2
Facilities Renewal
Improve accessibility and efficiency of municipal, provincial and
federal government services for the area through the new
construction or substantial renovation of the Municipal
Administration Building to create a shared Government Services
Building. Include demonstration projects for new renewable energy
and energy efficient technologies.
CAO
MP-8-3
Energy Efficiency Improvements - Public Works Garage
Implement energy efficiency improvements to Public Works Garage
as indicated by Energy Audit results.
ICSP Project
Officer
MP-8-4
Sustainable Procurement Policy
Implement a sustainable procurement policy for Municipal
Operations.
CAO
MP-8-5
Green Office Practices
Implement Green Office Practices, as recommended by UNSM.
ICSP Project
Officer
MP-8-6
GT
Review Streetlight Policy and Improve Efficiency
Review policy with respect to streetlights and improve efficiency of
street lighting through application of policy and technology where
approporate.
ICSP Project
Officer
Collaborative Regional Projects and Programs
RP-8-1
GT
Energy Efficiency Education & Awareness Program
Develop and deliver an Energy Efficiency Education and Awareness
Program for staff and contractors focused on reducing energy
consumption in municipal facilities.
The District of Shelburne will cooperate with other municipal units in
Eastern Shelburne County on this action if possible.
ICSP Project
Officer
8
5
12
8
12
8
3
2
1
12
8
12
8
Municipal Operations - Actions to 2015
8
8
8
12
8
12
8
[42]
Climate Change Adaptation - Goals & Strategies
What do we want to achieve by 2030?
How will we achieve our goals?
Measuring Success...
We have a sound understanding of
the potential impacts of climate
change on our communities.
Our residents are informed and
understand the risks and challenges
our communities face with respect to
climate change.
By working with other levels of
government and other municipalities in
the region to collect and analyze the data
required to understand the potential
impacts of climate change.
By creating cooperative partnerships
with other municipalities and
stakeholders in the region, such as the
Southwest Nova Biosphere Reserve
Association, for research, mapping and
strategy development related to climate
change.
Mapping (e.g. LIDAR)
available for the
region
Planning and EMO
activities related to
Climate Change
Training for
emergency response
personnel related to
climate events
Awareness among
residents of the
potential effects of
climate change and
vulnerabilities in our
communities.
Study and planning to
understand the
potential impacts of
climate change and
ensure new
infrastructure is
designed accordingly
We have implemented an effective
Climate Change Adaptation Strategy
that includes anticipatory adaptation
principles which have significantly
reduced the negative impacts of
climate change on our communities.
We know what we have to do to
adapt to climate change and mitigate
the effects, and we're doing it.
By developing and adapting a Climate
Change Adaptation Strategy and ensuring
other key policies (including Land Use By-
laws for coastal regions) are aligned.
By working with other levels of
government and other municipalities in
the region to ensure our local strategies
are aligned with key provincial and
federal strategies and policies and other
policies in the region.
By involving the community and other
stakeholder organizations in the
development of the Climate Change
Adaptation Strategy.
Our residents understand the
importance of climate change
adaptation and are protected from
climate change events by appropriate
and effective emergency measures.
By educating the public about climate
change and the anticipated impacts for
our local area.
By ensuring the Emergency Management
Organization (EMO) has incorporated
potential climate change events into
emergency measures planning.
9-1
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9-2
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9-5
9
9-1
9-2
9-3
Our climate is changing. Scientific understanding of climate change indicates that Canada
will experience significant shifts in weather patterns over the span of a single generation, a
trend that will most likely continue for the next several centuries or longer. Our population
is concentrated in coastal areas, which will be hardest hit by climate change through sea
level rise, coastal erosion and increased storm surges. Climate change may also have a
significant impact on our natural resource economy in the region. One strategy to reduce
our community's vulnerability to the effects of climate change is to anticipate, adapt and
mitigate where possible.
Robust Local Economy
Natural Environment
Economic Growth & Development
Health Care, Recreation & Social Services
Education
Waste Management
Transportation
Municipal Operations
Climate Change Adaptation
Cooperative Community Spirit
Affordable, Healthy Local Food
Renewable Energy
Heritage & Culture
Action already started
GT Potential Gas Tax Eligible Project
1
2
3
5
6
7
8
9
10
11
12
13
4
Climate Change Adaptation - Actions to 2015
ID
Action
Responsibility
Related Solution Areas
Municipal Operations
MO-9-1
Sustainability Day Camp
Add a sustainability day camp to the Summer Recreation Program
and include education on greenhouse gas emissions and climate
change, as well as other sustainability topics.
Recreation
Municipal Projects and Programs
MP-9-1
GT
Climate Change Adaptation Strategy
Complete a Climate Change Adaptation Strategy including
vulnerability assessment of key public infrastructure.
ICSP Project
Officer
MP-9-2
GT
Climate Change Vulnerability Assessment - Sandy Point Sewage
Treatment Plant
Complete a Climate Change Vulnerabilty Assessment on the new
Sandy Point Sewage Treatment Plant as part of the engineering
design work. Collaborate with Engineers Canada and use the Public
Infrastruture Engineering Vulnerability Criteria (PIEVC) process.
ICSP Project
Officer
MP-9-3
Partnership with Southwest Nova Biosphere Reserve Association
Develop a partnership with Southwest Nova Biosphere Reserve
Association (SNBRA) and other municipalities in the region to
complete mapping (including LIDAR) for Climate Change Adaptation
Strategy and Human Resource / Skills Inventory and Community
Asset Map (Action MP-3-2) for sustainable economic development.
Participate in regional advocacy activities related to climate change
as well as air quality improvements and the prevention of acid rain.
ICSP Project
Officer
Collaborative Regional Projects and Programs
RP-9-1
Advocate for Coastline Mapping in Shelburne County
Lobby the provincial government to create an inventory of
environmentally sensitive areas in Shelburne County and LIDAR
mapping of our coastline.
The Municipality of the District of Shelburne will collaborate with
other municipalities in Shelburne County, and possibly throughout
the Southwest Nova Biosphere Reserve on this action.
ICSP Project
Officer
3
5
8
2
8
3
9
9
9
3
2
3
9
2
9
9
[44]
Cooperative Community Spirit - Goals & Strategies
What do we want to achieve by 2030?
How will we achieve our goals?
Measuring Success...
We will all be proud of the
accomplishments of our community,
and inspired to continue to develop.
Residents are proud to live here and
wouldn't want to be anywhere else.
By celebrating, supporting and
promoting the accomplishments of our
community and the efforts of our
volunteers.
By encouraging the development of
independent, creative and viable
community projects.
By encouraging and facilitating
community groups and projects to
become self-sustaining and independent.
Volunteer hours
contributed in the
community
Satisfaction from
volunteer experiences
Usage of community
halls
Pride in our
communities
Our local government and
community organizations will
coordinate efforts and demonstrate a
high level of cooperation to the
benefit of all community members.
By increasing the leadership capability
and capacity of our volunteers.
By welcoming and connecting the skills of
newcomers into our community groups.
By facilitating the connection of
community groups to define shared
goals, encourage the sharing of resources
and finding ways to support each other
to achieve common and connected goals.
By improving the coordination of
community events across Shelburne
County.
By revitalizing our community halls and
establishing them as hubs for
transportation, recreation, health and
social activities.
10
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10-2
The District of Shelburne has a long history of self reliance, innovation and adapting to
changes. Our residents have great respect for and deep connections to the land and sea.
The coming decades will bring new challenges for our land, sea and people. In order to
meet those challenges we will have to work cooperatively. The municipal government,
along with community organizations needs to lead the community and foster a
sustainable, cooperative spirit which will carry us through the challenges to come.
Robust Local Economy
Natural Environment
Economic Growth & Development
Health Care, Recreation & Social Services
Education
Waste Management
Transportation
Municipal Operations
Climate Change Adaptation
Cooperative Community Spirit
Affordable, Healthy Local Food
Renewable Energy
Heritage & Culture
Action already started
GT Potential Gas Tax Eligible Project
1
2
3
5
6
7
8
9
10
11
12
13
4
Cooperative Community Spirit - Actions to 2015
ID
Action
Responsibility
Related Solution Areas
Municipal Operations
MO-10-1
Volunteer Training and Matching Program
Establish a system for providing volunteers with training and
mentoring and establish volunteer/business skill matching system
to link volunteers, young seniors and retirees with organizations
and businesses in need of their skills.
ICSP Project
Officer
MO-10-2
Link Grants to Organizations Process to Volunteer Development
and Partnerships
Enhance Grants to Organizations process to link volunteer
organizations to Training and Mentorship Programs for volunteer
development and to favour organizations and projects that can
demonstrate partnerships and shared goals.
ICSP Project
Officer
Municipal Clerk
MO-10-3
Volunteer Appreciation
Participate and support volunteer recognition and appreciation
events.
CAO
Municipal Clerk
Recreation
Municipal Projects and Programs
MP-10-1
Community Group Networking and Information Exchange
Host regular meetings to link community groups together and
provide a central information exchange for Shelburne County
community events (recreation, arts, culture, etc.). This activity
should complement the existing event "Our Community Something
For Everyone" by focusing on strengthening links and cooperation
between organizations.
ICSP Project
Officer
3
10
10
10
10
1
2
1
2
1
4
13
10
[46]
Affordable, Healthy Local Food - Goals & Strategies
What do we want to achieve by 2030?
How will we achieve our goals?
Measuring Success...
All people in our community can
afford and access healthy, local food.
Our residents are healthier and our
local farmers are prosperous.
By facilitating opportunities for our
residents to participate in subsistence
gardening.
By supporting social programs that aim
to make healthy food more affordable.
By providing more opportunities for local
food producers to connect with people in
the community.
By supporting the efforts of organizations
and charities who aim to increase access
to food (e.g. Food Bank) and ensuring
they have access to healthy food for
distribution.
People growing their
own food at home or
in community gardens
Proportion of food
consumed in the
District of Shelburne
that has been
produced in Atlantic
Canada
Proportion of locally
caught seafood which
is consumed locally
Active farmland in
Shelburne County
Local food sources and distribution
systems are secure and can adapt to
disruptions.
Our local food system is secure and
can adapt to unexpected interruptions
in supply.
By increasing the amount and diversity of
food grown in our communities, and
ensuring local food is produced using
environmentally sustainable practices.
By encouraging the sustainable
development of wetland agriculture in
Shelburne County and ensuring it is
economically viable and supported by
the community.
By ensuring sufficient food storage is
available in the community.
By encouraging the diversification and
development of multiple outside food
sources.
11
11-1
11-3
11-2
11-4
11-1
11-2
Most of the food we eat in Nova Scotia is shipped from thousands of kilometres
away and many people can't afford healthy food. Food security means an individual
or a community has access to nutritious, safe, personally acceptable and culturally
appropriate foods that are produced, procured and distributed in ways that are
environmentally sound and socially just. Increasing access to affordable, healthy
local food that has been produced in an environmentally sustainable manner will
not only increase the health and well being of our residents but will also help to
sustain our rural economy.
Robust Local Economy
Natural Environment
Economic Growth & Development
Health Care, Recreation & Social Services
Education
Waste Management
Transportation
Municipal Operations
Climate Change Adaptation
Cooperative Community Spirit
Affordable, Healthy Local Food
Renewable Energy
Heritage & Culture
Action already started
GT Potential Gas Tax Eligible Project
1
2
3
5
6
7
8
9
10
11
12
13
4
Affordable, Healthy Local Food - Actions to 2015
ID
Action
Responsibility
Related Solution Areas
Municipal Projects and Programs
MP-11-1
Wetland Agriculture Research
Develop an information package and make connections within the
provincial government for wetland agriculture. Determine permit
requirements, key contacts, timeframe and costs. Research
resource potential and locate appropriate wetlands in the area for
development.
Economic
Development
Officer
MP-11-2
Annual Harvest Fair Event
Support the Harvest Fair, an annual event to celebrate the close of
the farmers' markets and provide family fun activities and other
displays related to environmental protection, sustainability,
renewable energy, etc.
Municipal Clerk
Collaborative Regional Projects and Programs
RP-11-1
Annual Workshop Series
Establish an annual series of free workshops and information on
subsistence gardening, preserving and food storage and cooking
with fresh ingredients.
The District of Shelburne will collaborate with other municipalities in
Eastern Shelburne County on this action.
ICSP Project
Officer
11
11
3
1
2
2
10
11
11
1
2
5
[48]
Renewable Energy - Goals & Strategies
What do we want to achieve by 2030?
How will we achieve our goals?
Measuring Success...
Our community uses energy
efficiently and is dependent on
secure, renewable sources.
Our residents have access to secure
and affordable local energy sources.
By developing and implementing a
strategy to reduce energy use and
develop renewable sources for the
supply of energy to the community, local
industry and municipal operations.
Local power
generation from
renewable sources
Community
greenhouse gas
emissions
Employment in the
renewable energy
industry
Energy poverty in the
District of Shelburne
Education for the
renewable energy
industry at NSCC -
Shelburne Campus
Renewable energy
systems installed on
homes and businesses
A renewable energy industry has
developed in Shelburne County
which includes both power
generation and manufacturing.
Our residents have access to
meaningful work at a liveable wage.
By implementing policy which both
encourages renewable energy
development, but protects residents and
our environment from negative side
effects.
By creating an attractive economic
environment for renewable energy
businesses located within the District of
Shelburne.
By working with economic development
agencies to promote the advantages of
locating renewable energy businesses in
the District of Shelburne.
12-1
12-2
12-3
12-4
12
12-1
12-2
12-6
12-5
Our society's dependence on fossil fuels for our energy needs is not sustainable. To
meet our energy demands, our society will need to transition from fossil fuels to
renewable sources of energy. Nova Scotia has the potential not only to generate
renewable energy to meet domestic needs, but also to export energy to the United
States. Renewable energy and local economic development are mutually reinforcing
goals and our residents recognize the potential renewable energy has to enhance
our local economy. To benefit from this opportunity we need to ensure we identify
and encourage development of renewable energy projects, and create a facilitative
policy environment for these projects.
Robust Local Economy
Natural Environment
Economic Growth & Development
Health Care, Recreation & Social Services
Education
Waste Management
Transportation
Municipal Operations
Climate Change Adaptation
Cooperative Community Spirit
Affordable, Healthy Local Food
Renewable Energy
Heritage & Culture
Action already started
GT Potential Gas Tax Eligible Project
1
2
3
5
6
7
8
9
10
11
12
13
4
Renewable Energy - Actions to 2015
ID
Action
Responsibility
Related Solution Areas
Municipal Projects and Programs
MP-12-1
GT
Wind Turbine By-Law
Develop policy and implement a Wind Turbine By-Law for the
District of Shelburne which balances the benefits of development
with quality of life concerns of our residents.
ICSP Project
Officer
MP-12-2
Shelburne Industrial Park District Energy System Feasibility Study
Complete Phase 1 Engineering Study to determine if ocean source
heating and cooling and embedded wind generation for the
Shelburne Industrial Park is feasible and provides tangible benefits
to Roseway Hospital, Industrial Park businesses and NSCC -
Shelburne Campus under emerging Provincial Energy Policy.
ICSP Project
Officer
MP-12-3
GT
Shelburne Industrial Park District Energy System
If the feasibility study indicates the project is beneficial, construct a
district energy system for the Shelburne Industrial Park "cluster" to
ensure energy security and reduce costs for Roseway Hospital,
NSCC - Shelburne Campus and existing industrial park tenants. This
new infrastructure will also provide leverage for attracting new
tenants to the area. This action will proceed if MP-8 demonstrates
technical and financial feasibility, and will depend on appropriate
Provincial policy and securing of funds.
ICSP Project
Officer
Collaborative Regional Projects and Programs
RP-12-1
GT
Eastern Shelburne County Energy Strategy
Complete an Energy Strategy for Eastern Shelburne County
including joining the Federation of Canadian Municipalities Partners
for Climate Protection Program and completing Milestones 1
through 3.
The District of Shelburne will collaborate with other municipalities in
Eastern Shelburne County on this action.
ICSP Project
Officer
RP-12-2
Advocate for Progressive Provincial Renewable Energy Policy
Lobby the provincial government for progressive renewable energy
policy which includes incentives for community energy projects and
strong targets on renewable energy generation capacity.
ICSP Project
Officer
12
12
3
2
12
8
5
4
3
1
12
8
5
4
3
1
12
8
3
1
12
3
[50]
Heritage & Culture - Goals & Strategies
What do we want to achieve by 2030?
How will we achieve our goals?
Measuring Success...
Our built heritage and historical sites
will be protected, preserved and
accessible to residents and visitors.
Our history is alive and an integral
part of our local culture for residents
and visitors to enjoy.
By creating and implementing effective
policy on built heritage preservation.
By promoting the advantages of
registering and preserving built heritage
to property owners.
By working with property owners and
community groups to develop
appropriate signage and promotional
materials to increase the accessibility of
history and culture in our communities.
Historical sites signed,
registered and
mapped for tourists
People employed in
the arts,
entertainment and
recreation sector
People employed in
the information and
cultural industries
sector
Our heritage, arts and culture will be
accessible to our residents and
visitors.
We have a rich and vibrant arts
community which is enjoyed by
residents and visitors.
By supporting the work of local non-
profit organizations dedicated to
promoting our heritage, arts and culture.
By supporting and facilitating the
development of the local creative
economy.
13-1
13-2
13-3
13
13-1
13-2
Shelburne has a rich history and heritage which is an integral part of our culture.
Heritage and culture have an important role to play in strengthening ties within our
community and enhancing community pride. We need to continue to focus on
preserving and promoting our built heritage, historical sites, arts and culture to
educate our young people and enhance the experience of tourists and visitors, which
will contribute to the vibrant future of our community.
Robust Local Economy
Natural Environment
Economic Growth & Development
Health Care, Recreation & Social Services
Education
Waste Management
Transportation
Municipal Operations
Climate Change Adaptation
Cooperative Community Spirit
Affordable, Healthy Local Food
Renewable Energy
Heritage & Culture
Action already started
GT Potential Gas Tax Eligible Project
1
2
3
5
6
7
8
9
10
11
12
13
4
ID
Action
Responsibility
Related Solution Areas
Municipal Operations
MO-13-1
Amend and Implement Heritage By-Law
Complete the review and implement a new Heritage By-Law.
Encourage registration of historic properties and sites.
Municipal Clerk
MO-13-2
Support Festivals, Cultural Events and Organizations
Continue to provide in-kind and financial support to existing
festivals, cultural events and arts & culture organizations.
Municipal Clerk
Heritage & Culture - Actions to 2015
13
13
13
10
Robust Local Economy
Natural Environment
Economic Growth & Development
Health Care, Recreation & Social Services
Education
Waste Management
Transportation
Municipal Operations
Climate Change Adaptation
Cooperative Community Spirit
Affordable, Healthy Local Food
Renewable Energy
Heritage & Culture
Action already started
GT Potential Gas Tax Eligible Project
1
2
3
5
6
7
8
9
10
11
12
13
4
Community Projects
ID
Action
Organizations
Related Solution Areas
Potential Community Projects
CP-1
Farmer's / Country Markets
Establish farmer's markets in our communities and support
markets by shopping locally.
Sable River Country
Market
Shelburne Farmer's
Market
CP-2
Recreational Facility
Establish a multi-use recreational facility, including a
swimming pool, in Shelburne County.
Shelburne County
Recreation Society
CP-3
Community Gardens
Establish community gardens at community halls, schools or
other gathering places.
Shelburne Regional
High School
Community Health
Board
CP-4
Signage and Visitor Mapping for Historical Sites
Erect signage and develop an online and printed map for
tourists and visitors documenting historical sites and
registered built heritage.
Shelburne Historical
Society
Tourism Organizations
CP-5
Multi-Use Trails
Develop multi-use trails throughout the District of Shelburne
for recreation and active transportation.
Woodland Multi-use
Trail Association
CP-6
Saltwater science centre
Develop a saltwater science centre for education and eco-
tourism
To be determined
CP-7
Shelburne & Area Community Fund
Set up a Community Fund for the Shelburne Area associated
with the Nova Scotia Community Foundation. This
organization would help determine community priorities, raise
funds through private donors and distribute to local charities.
See http://www.cfns.ca/ for more information.
To be formed
CP-8
Shelburne County Arts Archive
Maintain a historical archive of arts activity in Shelburne
County.
Shelburne County Arts
Council
10
10
1
11
3
7
4
10
11
13
10
7
4
2
2
5
3
10
3
10
10
13
During the public consultation process, many ideas were brought forth which the District
of Shelburne felt were worth pursuing, but that the Municipality was not the most
appropriate organization to lead the project. Actions below have been identified as
projects or programs most appropriately led by the community, rather than the
municipal government. The District of Shelburne will do whatever possible to support
these actions, although it will not be possible to do so financially in all cases. Other
support may be through promotion or in-kind services.
[53]
SECTION 5
REGIONAL AND PROVINCIAL
CONNECTIONS
[54]
REGIONAL SUSTAINABILITY ISSUES FOR THE SOUTH SHORE
Many sustainability issues are not contained by municipal boundaries. In order for communities to become more
sustainable, it is imperative that municipalities work collaboratively to address regional issues. As part of the ICSP
development process, a regional group formed which brought together planners, other staff, volunteers and elected
officials involved with ICSP development in Lunenburg, Queens, Shelburne and Yarmouth Counties. Through a series of
quarterly meetings from December, 2008 - December, 2009, the group identified eleven solution areas which were
common throughout ICSPs in the region and which would be best addressed from a regional perspective. It was noted
that the reason these solution areas were regional in nature generally tended to fall into one of three categories:
1. Addressing the issue requires action(s) that physically cross municipal boundaries;
2. Addressing the issue regionally has the potential for improved efficiency and effectiveness through economy of
scale; or
3. There is no reasonable way for a municipality to address the issue without regional cooperation.
It was also noted that regional cooperation is often advantageous where there are limits in place that impact progress
on an issue. Regional issues inevitably involve the Province either because the issue is under Provincial jurisdiction, or
because action on the issue requires the Province to act as a partner or a supporter.
In the following table are descriptions of the eleven (11) regional sustainability solution areas the group identified,
presented in alphabetical order. More information on these regional solution areas is provided in Appendix E.
South Shore Regional Solution Area
Related ICSP Solution Areas
1) Adequate services to ensure the health & wellbeing of communities
2) Climate change adaptation
3) Ecologically based natural resource management
4) Economic transition
5) Education for sustainability
6) Improved execution of collaborative services between municipalities
7) Local food and sustainable agriculture
8) Renewable energy development
9) Solid waste management
10) Transportation alternatives
11) Water quality protection
ICSP Goals & Actions
4
5
7
10
9
1
2
3
1
3
1
5
9
12
8
11
12
6
7
2
[55]
STATEMENTS OF PROVINCIAL INTEREST
The Province has also defined five (5) Statements of Provincial Interest that municipalities must comply with in order to
assure the wellbeing of our communities. These statements are listed in the table below and references to solution
areas and actions in this ICSP that align with these statements are provided:
Statement of Provincial Interest Related Solution Areas
Related Actions to 2015
To protect the quality of drinking water
within municipal water supply
watersheds
Natural Environment
MP-2-2
MP-2-4
Water Resource Strategy & Water
Quality Protection
Riparian Zone Management Policy
& Land Use By-Law
To protect public safety and property
and to reduce the requirement for flood
control works and flood damage
restoration in floodplains
Natural Environment
MP-2-1
MP-2-4
RP-2-1
Coastal Management Policy & LUB
Riparian Zone Management Policy
& Land Use By-Law
Education program for building and
renovation projects
To protect agricultural land and to
maintain a viable and sustainable food
resource base
Natural Environment
Healthy, Affordable
Local Food
MP-2-4
MP-11-1
Riparian Zone Management Policy
& Land Use By-Law
Wetland Agriculture Research
To make efficient use of community
infrastructure, particularly municipal
water and wastewater facilities
Natural Environment
Municipal Operations
MP-2-3
MO-8-2
MP-8-2
MP-8-3
Sandy Point Sewage Treatment
Plant
Greenhouse Gas Inventory
Facilities Renewal
Energy Efficiency Improvements,
Public Works Garage
To provide a range of housing
opportunities that meets the needs of all
Nova Scotians
Robust Local Economy
Economic Growth &
Development
Health Care, Recreation
& Social Services
MP-1-1
MP-3-1
MP-4-4
RP-4-2
Economic Development Officer
Sustainable Business Tax Incentive
Program
Funding Guide for Residents,
Businesses and Organizations
Advocate for Increased Social
Housing and Seniors Care Facilities
2
2
2
8
11
2
4
1
3
[56]
SECTION 6
IMPLEMENTATION
[57]
IMPLEMENTATION OF THE ICSP
The District of Shelburne intends to use this ICSP as the strategic guiding document for ongoing municipal operations. It
is therefore important that the document be reviewed and updated regularly, and that the principles expressed in the
document are used by Council and staff in day to day decision making and operations. As such, an implementation plan
and associated tools are under development and will be presented to Council in the coming months. The
implementation plan will cover the following five areas, summarized in the following sections:
STAFF CAPACITY AND RESOURCE COMMITMENT
At present, the District of Shelburne has a limited pool of staff resources. All staff members have an existing role within
the organization which takes up the majority of their time. There are concerns about the capacity of existing staff to
take on additional projects. This will have to be carefully managed and each year there will need to be a process for
identifying projects and assigning them to staff which ensures that staff capacity is not exceeded.
It is also recommended in this plan that there is dedicated additional staff resource for ICSP implementation. Part of the
role of the ICSP Project Officer would be mentorship; coaching and facilitating staff in ICSP related projects. The intent of
this role would be to help staff to work in a more interconnected nature and to use the ICSP to emphasize links between
actions and identify other staff departments or organizations to consult with.
In summary, staff capacity and resource commitment will form part of the implementation plan through the
development of staff capacity to implement, and careful commitment of staff resources as part of an annual planning
cycle.
FINANCIAL RESOURCES FOR IMPLEMENTATION
In addition to staff capacity, limited financial resources are another significant threat to successful implementation of
the ICSP. Although the Gas Tax Funds provide a dedicated source of funding for ICSP projects, many recommended
actions are not eligible gas tax projects, and others may need supplemental funding to proceed.
Part of the annual planning and implementation cycle will be updating of the Capital Investment Plan (CIP) for the Gas
Tax Funds as well as an estimate of the total annual required financial resources for implementation, including funds
that need to be sourced elsewhere and funds sourced outside of the Gas Tax Funds. This should form part of the annual
budgeting process and should also identify projects which may require additional external funding sources and the
potential sources of these additional funds.
In combination with item 1 above, this will give an annual forecast of the total level of effort (including both human and
financial resource) dedicated to ICSP projects in the coming year. This can then be adjusted and approved by Council
and the CAO during the budgeting process. The initial draft of this proposed action plan for the coming year should be
prepared in January each year, so it is ready in time for discussion during the budgeting process.
IMPLEMENTATION FRAMEWORK
An implementation framework will include tools for staff and Council to help integrate the principles and content of the
ICSP into daily behaviours and decision-making. The framework will consist of a reporting structure for ongoing Council
[58]
and staff engagement, as well as a workbook to help staff use the ICSP in their work and a decision support tool for
Council to help to integrate the ICSP principles into their decisions as described below.
PUBLIC ENGAGEMENT
It is important that public support be garnered for the actions identified in the ICSP and that the public be continually
informed of progress. Ongoing public engagement could be coupled with efforts to increase public awareness on
sustainability and could become part of the annual reporting cycle. The most successful way to make contact with the
community during the ICSP development process was through outreach to existing community groups. It is
recommended that after the annual report is prepared each year, that staff contact community groups and offer
outreach presentations on the results of the annual report, and the plan for the coming year.
It is also essential that external community groups are involved with the implementation of the ICSP and holding Council
accountable for progress on implementation and adherence to principles, goals and strategies stated within this
document. Community groups are encouraged to contact the Sustainability Officer about the ICSP and how they may be
involved on an ongoing basis, and individuals and groups are encouraged to track the ICSP implementation progress and
engage their Councillors for updates on issues they are most interested in.
REGIONAL PARTNERSHIPS
Successful implementation of the sustainability plan requires significant cooperation and collaboration with individuals,
community groups, other municipal governments and other levels of government. Creating cooperative partnerships
was identified as a key systemic pattern for implementation of the ICSP during its development.
For ICSP projects, staff will be encouraged to seek out partnerships and align the Municipality's goals with those of other
organizations. It is recommended that part of the role of the ICSP Project Officer be to work with external organizations
to develop these partnerships and help to identify and build relationships with potential partners in the community, the
region and at higher levels of government.
PLAN EVALUATION AND ADMINISTRATION
Finally, it is recommended that human resource be dedicated to the administration and ongoing evaluation of progress
against the ICSP. The responsibilities included in this area include tracking the indicators identified in the ICSP and
progress towards identified targets, updating the plan annually, managing a 'live' version of the plan to track progress,
preparing the required quarterly and annual reports and managing the longer term planning cycle, which will include
revisiting the goals and strategies in the plan and re-engaging the public in the planning process every five years.
[59]
SECTION 7
BIBLIOGRAPHY AND APPENDICES
[60]
BIBLIOGRAPHY
Hersymowych, M., & Senko, H. (2007). Navigating Through Complexity: Systems Thinking Guide, Second Edition. Calgary:
MHA Institute.
Horne, G. (March 2009). British Columbia Local Area Economic Dependencies: 2006. British Columbia: BC Ministry of
Advanced Education and Labour Market Development.
Infrastructure Canada. (n.d.). Gas Tax Fund. Retrieved 01 07, 2010, from Creating Jobs Building Communities:
http://www.buildingcanada-chantierscanada.gc.ca/funprog-progfin/base/gtf-fte/gtf-fte-eng.html
Municipality of the District of Shelburne. (2009). ICSP Community Engagement Report. Shelburne.
Nova Scotia Department of Natural Resources. (2003). Municipal and Community Stewardship. Retrieved 09 28, 2009,
from Nova Scotia Species at Risk: http://www.speciesatrisk.ca/municipalities/mun_shelburne.htm
Nova Scotia Food Security Network. (2008). Cost and Affordability of a Nutritious Diet in Nova Scotia. Halifax: Mount
Saint Vincent University.
Rural Communities Impacting Policy Project. (2003). Painting the Landscape of Rural Nova Scotia. Halifax: RCIP Project.
Service Nova Scotia and Municipal Relations. (2010). Gas Tax Fund Distribution of Funding. Retrieved 01 07, 2010, from
Service Nova Scotia and Municipal Relations: http://www.nsinfrastructure.ca/pages/Gas-Tax-Fund-Distribution-of-
Funding.aspx
Statistics Canada. (2007). 2006 Community Profiles. Retrieved 06 04, 2009, from 2006 Census:
http://www12.statcan.ca/census-recensement/2006/dp-pd/prof/92-591/index.cfm?Lang=E
Statistics Canada. (2008, 04 21). Low income before tax cut-offs. Retrieved 08 12, 2009, from 2006 Census Directory:
http://www12.statcan.ca/english/census06/reference/dictionary/fam020.cfm
The Natural Step Canada. (2009). The Four System Conditions. Retrieved 04 02, 2009, from The Natural Step Canada:
http://www.thenaturalstep.ca/the-system-conditions
Voluntary Planning Natural Resources Citizen Engagement Committee. (2009). Our Common Ground: The Future of Nova
Scotia's Natural Resources. Halifax: Nova Scotia Department of Natural Resources.
World Wildlife Fund, Zoological Society of London, Global Footprint Network. (2008). Living Planet Report. London.
[61]
APPENDIX A:
SUMMARY OF EXISTING INFORMATION RELEVANT TO ICSP
1993 STRATEGIC PLAN
The District of Shelburne's 1993 Strategic Plan identifies eleven (11) major goal areas, under which forty-two (42) goals
were categorized and prioritized. These prioritized goals are shown in the table below:
Goal Area
Goals
Environment
1)
Develop Waste Management Strategy
2)
Promote and protect our natural resources
3)
Maintain and upgrade Sewage Treatment Facility in Sandy Point
Planning
1) Maintain and review Watershed Area Land Use Strategy
2)
Harbour Study
3)
Municipal Planning Study
4)
Municipal housing development - Lake Road
Economic Development
1) Maintain and create jobs
2)
Promote revitalization of the fishery
3)
Support the TUNS proposal for the Town of Lockeport
4)
Support those agencies and organizations that act and work on behalf of and in
the areas of community development in all its forms
5)
Develop planning strategies that are sensitive to the need to permit growth and
development
Tourism
1)
Provide financial and other support to the local tourism groups and
organizations
2)
Grant financial support to the South Shore Tourism Association
3)
Encourage citizens to improve their properties
Recreation
1) Support the Volunteers Effort/Workshop Recognition
2)
Complete improvement project at Welkum Park
3)
Complete Policy and Procedures Manual
4)
Promote the Community School Concept
5)
Pursue development of the Arts Council
6)
Provide a viewing and picnic area at Sandy Point Light
Positive People Services -
Health/Well Being
1) Promote in-home medical care
2)
Continue serving the elderly
3)
Encourage preventative health measures
4)
Recreation service delivery
5)
Pursue the development and implementation of a Volunteer Recruitment
Campaign
6)
Develop and support strategy for groups and agencies that provide positive
people services
Protection
1) Provide an adequate level of fire protection
2)
Support the police, animal control and lock-up services
Preserve Our Municipal Unit
(...no goals identified...)
[62]
Goal Area
Goals
Education
1) Monitor the quality of education being provided - where and when necessary,
notify the School Board of concerns
2) Promote and further develop the principles associated with the Community
Schools Concept and Community Education both as a process and a program
Public Participation and
Information
1) Plan a "Think Tank" and encourage public participation
2) Promote the holding of Council meetings in various districts of the Municipality
on a trial basis
3) Encourage the development of a communications system
4) Develop a quarterly community newsletter
5) Provide an information hotline
6) Establish a human resource bank
Financial Responsibility
1) Maintain a balanced budget
2) Provide monthly financial statements to Council
3) Implement Management Study recommendations
4) Maintain the level of outstanding taxes at the Provincial average or better
5) Ensure there is provision for long-term capital expenditures
6) Monitor revenue and expenditures on an ongoing basis
7) Ensure there is provision for staff training and education
8) Review and improve purchasing procedures
9) Upgrade and improve computerized financial management system
10) Interim tax billing
This table illustrates that many of the focus areas of our Council in 1993 remain the same in 2009. There are many
parallels that can be drawn between this list and the contents of the ICSP. The 1993 Strategic Plan did not address
implementation of these goals and there is no record of any progress being recorded against the plan. However, it has
provided a good illustration of how the base issues in the community remain unchanged over time. It is also interesting
to note that "Environment" was the first goal area listed, implying that there was a strong interest in protecting and
preserving our environment even 16 years ago, before many of the current environmental issues had come to the
forefront.
RODNEY LAKE WATERSHED AREA MUNICIPAL PLANNING STRATEGY (2001)
The only area in the District of Shelburne currently subject to Municipal Planning and Land Use Bylaws is the watershed
area surrounding Rodney Lake. Rodney Lake is the sole source of water for the municipal water supply system for the
Town of Shelburne. The lake and its watershed are located in the District of Shelburne. The purpose of the Rodney Lake
Municipal Planning Strategy and Land Use Bylaw is to protect the quality of the Rodney Lake water resource through
control of development within the watershed area. The first Strategy to protect this area was adopted by Council in
1989 and the current Strategy was implemented in 2001. The 2001 Strategy includes provisions for land use and
development control in the watershed area. This Strategy and the accompanying bylaws were reviewed in the course of
developing the ICSP, and were deemed appropriate given the current development activity levels. This strategy should
be reviewed in the course of developing further Municipal Planning Policy and Land Use Bylaws.
2003 COMMUNITY SURVEY
In 2003, a Citizen Survey on municipal services, governance and future direction was conducted on behalf of the District
of Shelburne by Dalhousie University's School of Public Administration. Responses were obtained from 607 citizens and
[63]
60 Grade 12 school students. All results were reviewed, and a summary of responses relevant to the ICSP are shown
below:
Question
Response (Public)
Response (Grade 12)
What is the single most
important issue facing
Shelburne today?
Employment, creating jobs (22%)
Economic development (17%)
o El Paso, natural gas (10%)
o Industry development (6%)
o Economic development (5%)
Roads, highways and potholes (9%)
Health, hospitals, doctors, access to
health care (9%)
Solid waste management, recycling,
country dumping & cleanup (5%)
Lack of jobs, employment, employment
opportunities for young people other
than forestry or fishing (23%)
More youth activities/programs,
recreational facilities, keep quality of life,
school improvement (18%)
El Paso, economic development,
attracting industry to Shelburne (17%)
What are the most
important development
issues facing the
Municipality of
Shelburne?
Industry development, promotion,
attracting industry (37%)
Employment, creating jobs (35%)
Natural gas, El Paso (21%)
Tourism (13%)
Improving roads (11%)
Quartz/Kaolin mining development
(9%)
Health services (5%)
Education (4%)
Environmental protection (4%)
Economic development (36%)
Municipal infrastructure (18%)
Jobs, job creation (13%)
Youth facilities, programs, activities (10%)
Are you in favour of
environmental protection
through land-use
planning?
79% in favour
73% in favour
What are the top
priorities for our
community's quality of
life?
Creating jobs for young people (69%)
Better access to health care (60%)
Strengthen education programs (43%)
Improve transportation (34%)
Protect the environment (33%)
Creating jobs for young people (80%)
Strengthen education programs (62%)
Improve transportation (35%)
Developing tourism (32%)
Better access to health care (30%)
Protect the environment (30%)
[64]
2005 ECONOMIC DEVELOPMENT PRIORITIES
In October, 2005 Council passed a resolution identifying the following Economic Development Priorities:
Short Term
Sale of base/Sale of youth centre/ Weather station development
Shelburne Harbour Port Development / access for passengers, vehicles and cargo (e.g.
Highway 213 and town bypass, as cooperation permits)
Expand course offerings at NSCC - Shelburne Campus (e.g. all aspects of boat building, care of
seniors, etc.)
Broadband access to whole county (fixed line, WiMax orpost-3G mobile phone wireless)
Reliable power generation and supply
Medium Term
Transportation improvements (e.g. Highway 103, airport, small harbour authority/wharf
facility)
Access to distance education/Centres of Excellence from Shelburne County
Develop qualified health personnel and fill all positions
Tourism product development (e.g. recreation trail around western MDS, develop Shelburne
County as a Tourism Destination area)
Long Term
Renewable energy generation (wind/hydro)
Stabilization of Lockeport Regional High School as a Community Development Centre
Paving of dirt roads, develop youth and seniors support services and transportation
Value added to current resources and products (e.g. coastline management, fishery and forest
products)
Many of these priorities are still current and have not yet been effectively addressed and as such have been
incorporated as appropriate into the ICSP.
2006 STRATEGIC PLANNING
In 2006, Council started the process of strategic planning by identifying a series of goals and objectives. Although the
planning process was not completed and the documents were not officially endorsed by Council, they were reviewed as
part of the ICSP development process and they did clearly identify six (6) theme areas and a list of priority challenges
facing the District of Shelburne at that time. The prioritized list of challenges is presented below:
Theme
Challenge
Economic Growth & Community
Development
Improve business climate
Economic Growth & Community
Development
Market and selling our community
Financial Stability and Management
Improve our financial management
Environmental and Social Responsibility
Protect, maintain and improve our natural environment
Financial Stability and Management
Ensure infrastructure and capital is maintained, improved and renewed
Human Resource Management
Improve our community labour force
Governance and Responsiveness
Ensure we provide the services we must the best we can, for the most
reasonable cost
[65]
Theme
Challenge
Environmental and Social Responsibility
Protect, maintain and improve quality of life
Economic Growth and Community
Development
Improve community infrastructure
Environmental and Social Responsibility
Assure and improve health, education, youth and seniors' services
Fiscal Responsibility and Financial Stability
Set and manage budget priorities
Human Resource Management
Improve internal human resource management
Many of these challenges are still current and were reflected in the feedback received from the public. As such, these
challenges were considered and incorporated into the ICSP.
2007 PHYSICAL ACTIVITY STRATEGY
The Physical Activity Strategy was developed in cooperation with the Town of Shelburne and is centered on the
Community Use Program at Shelburne Regional High School. The strategy exists in order to create environments,
policies and programs that support residents in making a lifestyle change to physical activity. Five goals were identified
in the strategy as follows:
1. Increase the number and quality of physical activity leaders.
2. Increase awareness of benefits, physical activity opportunities and commitment to physical activity.
3. Improve access to physical activity opportunities.
4. Improve access to quality recreation facilities.
5. Increase and enhance physical activity opportunities.
The goals and actions identified in the Physical Activity Strategy are in direct alignment with the goals outlined in this
ICSP with respect to Health, Recreation and Social Services. The Physical Activity Strategy will be a key delivery
mechanism going forward for improving access to recreation services and opportunities for our community and it is
recommended in this document that it be updated every five years.
2009 COUNCIL GOALS & OBJECTIVES
In January, 2009, Council held a series of meetings in order to develop Goals and Objectives for 2009. The results of
these meetings were a series of six goal statements as follows:
ECONOMIC DEVELOPMENT: Encourage and facilitate economic development
HEALTH & EDUCATION: Enhance and maintain our health and education infrastructure
COMMUNITY SPIRIT: Strengthen our community spirit
GOVERNANCE: Improve and assure governance
POWER & ENERGY: Improve power reliability and develop a Power/Energy Strategy
TRANSPORTATION: Enhance and maintain our transportation infrastructure
PROMOTE SHELBURNE: Promote Shelburne County for tourism, business, immigration and in-migration
A series of objectives for the year were also set and prioritized in the meeting as follows:
[66]
Goal
Where more than one is affected,
others shown in brackets.
Objective
Priority*
Transportation
Granite Village Bypass
7
Governance
Improve our advocacy
3
Economic Development
Support local businesses
2
Community Spirit
(Economic Development)
Establish Farmer's Market
1
Community Spirit
Establish Community Gardens
0
Governance
Accessing grants & funding
9
Economic Development
(Promote Shelburne)
Target in-migration of professionals, entrepreneurs, doctors, seniors, youth
8
Health & Education
Improve and expand Medical Clinic
7
Economic Development
Encourage Value Added Industry
5
Governance
(Community Spirit)
Inter organization cooperation
5
Governance
Service Reviews
4
Power & Energy
Investigate wind power opportunities
3
Promote Shelburne
(Community Spirit)
Support Signature Events
3
Economic Development
(Power and Energy)
Coastal Management Policy
2
Power & Energy
Power grid & power service
2
Economic Development
(Community Spirit)
Improve Seniors Services
1
Promote Shelburne
Selling Shelburne County
0
Economic Development
(Transportation)
(Promote Shelburne)
Port Development & Industrial Park Development
3
Health & Education
(Economic Development)
NSCC Course offerings
3
Transportation
Lobby DOT for improvements to local roads
1
Power & Energy
Lobby/find funds for power to Indian Fields
0
*Colour in this column indicates leverage as shown in the matrix below while number indicates priority as a sum of urgency and importance
Low effort (time,
resources, cost)
Medium effort (time,
resources, cost)
High effort (time,
resources, cost)
High value to achieving
goals and desired future
GREEN
GREEN
YELLOW
Medium value to achieving
goals and desired future
GREEN
YELLOW
ORANGE
Low value to achieving
goals and desired future
YELLOW
RED
RED
[67]
These goals and objectives were incorporated into the ICSP both by incorporating the goal statements into the ICSP
goals where possible, and also incorporating the objectives into the short term actions defined by the ICSP.
2009 AGE FRIENDLY COMMUNITY ROADSHOW REPORT
The District of Shelburne's Recreation Department, the Shelburne County Community Health Board and South West
Shore Volunteer Services partnered with the Nova Scotia Department of Seniors to hold seven meetings (one in each
district) between April 2 and June 18, 2009. Seniors and others living in the districts with an interest in seniors were
invited to attend to take a look at their communities through "age friendly" eyes.
A community is defined as "age friendly" if it makes every effort to make the community a better, healthier and safer
place for seniors to live and thrive. In an age friendly community, policies, services and structures related to the physical
and social environment are designed to support and enable older people to "age actively" - that is, to live in security,
enjoy good health and continue to participate fully in society.
Attendees of the meetings were asked the following two questions:
1. What exists in your community now that makes it age friendly - a good place that is healthy and safe for you to
live?
2. What could be added or improved upon in your community to make it more age friendly in the future - an even
better healthier and safer place for you to live?
Responses to Question 1 were considered in the ICSP development with respect to what the community values and
wants to preserve. Responses to Question 2 were considered in developing and prioritizing goals and actions in the ICSP
to ensure the community becomes more age friendly, recognizing that demographic trends indicate that our population
will consist of more and more seniors in the coming years.
The tables below summarize the responses to each question:
What exists in your community now that makes it age friendly - a good place that is healthy and safe for
you to live? (sorted in order of priority)
Wonderful, safe place to live, opportunities for wellness, spiritual and health matters met within the community.
Contentment, satisfying way of life. No one is alone; close knit community; caring, helpful, neighbourly, compassionate
people; great friends, openness. Respect. Help with travel available. Newcomers made to feel welcome. Community
spirit. Clean. Trustworthy, honest.
No/ low crime; quiet, safe. RCMP is compassionate, does patrols.
Community hall open/ available for young and old; recreation, music, arts, cards, games, meetings, social events,
training (learn new things). Pride in community hall and what it has to offer.
Home support, good support for, look after Seniors.
Active, helpful church group.
Good volunteers, volunteer opportunities.
Good Hospital/health services/ nursing home an asset. Jobs for nurses and doctors.
Fire Department is good, reliable, and helpful.
Diverse community; many talents, trades, experiences. Shared experiences, interaction.
Pride in community, and that some who left are returning. Don't want to leave the community to live elsewhere. Pride
in efforts to recruit doctors and other professionals.
Thankfulness for community. Desire to sustain what is there and to improve on what is there now. Good community
event participation. Celebrations.
[68]
Able to get around community, exercise; good health. Good roads/ trails for walking.
Good place to raise a family. Safe for kids to play.
People willing to help with travel. Able to drive others.
Rebecca Lodge available to help anyone.
Receptions for funerals.
Everything is free of charge.
Active Youth groups.
Active Baseball participation.
Good young people.
Good leadership from community members.
Long-standing, substantial businesses.
Good Tourist attractions, good tourism. Good beaches.
Beautiful gardens.
Strong ties to Municipal government.
What could be added or improved upon in your community to make it more age friendly in the future - an
even better healthier and safer place for you to live? (sorted in order of priority)
Improve rural transportation: include bus or volunteers for medical specialist/ groceries/ hair/ social appointments,
destination bus trips. Public transport.
Resource Guide/Directory of local & mobile services/trades people for Seniors/ Community.
'Odd Job Squad' for Seniors.
Increase youth leadership & involvement/ volunteering; character development, mentoring programs. Encourage youth
to stay.
Increase fundraising +/- no. of volunteers for Community assets including halls, cemeteries.
Improve Health services: local Wellness clinics, VON, doctors, nurse practitioners, ER closures at Roseway, education
talks on Seniors nutrition, etc.
Develop safe places to walk; e.g. trails, ball fields, fix road shoulder drop offs, reduce speed limits.
Housing with care options, VON Home Care, visiting programs for shut-ins, mobile services, e.g. podiatrist.
Increase community events/use at halls. Suggestions include MDS Recreation & Parks set up/assist presentations on
topics of interest (e.g. Health, recycling, technology) and Seniors Clubs: activities, workshops, meetings, dances, crib,
afternoon bingo, cards and Scrabble, quilting, scrapbooking, gardening, lawn bowling, swimming, yard / flea markets.
Provide fitness equipment and classes at community halls. Seniors exercise classes. +/- MDS Recreation & Parks
leadership.
Increase local celebrations & thank volunteers, e.g. annual village picnic, Community Spirit Award, Show Off Your Pet
Day.
Provide a recreation facility with an indoor pool.
Increase volunteers and funding for Fire Departments.
Foster atmosphere of cooperation.
Develop an attraction for people to move/stay: jobs, e.g. Salt Water Science Centre.
Promote and communicate community events.
Teach local youth First Aid/ CPR/ AED (Defibrillator).
Technology: High speed internet, efficient mail delivery, energy back up.
Address that people say they will do something and then don't.
Provide community centre for socializing, yard or flea sales, conversation, cards, games, all ages' activities, Talent quest,
markets, and music.
[69]
APPENDIX B:
COMMUNITY ENGAGEMENT SUMMARY REPORT (APRIL, 2009)
[70]
Municipality of the District of Shelburne
Integrated Community Sustainability Plan
Community Engagement Summary Report
The ICSP community engagement process commenced in December, 2008 and finished at the beginning
of June, 2009. This report summarizes the methodology used to gather input from the public and the
results of the community engagement process.
The outputs from this initial stage include a Vision Statement for the District of Shelburne ICSP, a list of
sustainability challenges and issues identified by the community and a list of ideas and opportunities
that the public would like the municipality to consider in the ICSP planning process.
Contents
Community Engagement Process........................................................................................................... 71
The District of Shelburne: A Sustainable Community in 2030 ................................................................ 73
Sustainability Principles ..................................................................................................................... 73
Vision Statement ............................................................................................................................... 73
Community Assets ............................................................................................................................. 74
Sustainability Issues ........................................................................................................................... 74
Sustainability Solution Areas .............................................................................................................. 76
Prioritization of Solution Areas .......................................................................................................... 77
Community Engagement Results ........................................................................................................... 79
Community Sustainability Survey ....................................................................................................... 79
Structure ....................................................................................................................................... 79
Responses ..................................................................................................................................... 79
Priority Area Choices...................................................................................................................... 81
Public Community Workshops ........................................................................................................... 83
Locations ....................................................................................................................................... 83
Structure ....................................................................................................................................... 83
Results ........................................................................................................................................... 83
Community Group Workshops and Information Sessions ................................................................... 87
Community Groups ........................................................................................................................ 87
Structure ....................................................................................................................................... 87
Results ........................................................................................................................................... 87
Other Community Contact ................................................................................................................. 90
Open Office Hours & Scheduled Meetings ..................................................................................... 90
Results ........................................................................................................................................... 90
[71]
Community Engagement Process
The community engagement process was designed to maximize the opportunities for the public to
participate by providing a variety of venues through which the public could learn more about
sustainability and the ICSP process. The public were invited to participate in the following ways:
Press Release: A press release was written and published in the Coast Guard to inform the
public about the ICSP process in December, 2008.
ICSP Brochure: A brochure was designed that provided some background information on
sustainability and the ICSP and advertised the opportunities for public participation listed below.
This brochure was distributed to all the mailboxes in the District of Shelburne, Town of
Shelburne and Town of Lockeport in late January, 2009.
Community Sustainability Survey: A survey was made available to the public online, by pickup
at the municipal offices, at all public information sessions and was also mailed out to 10% of
residential addresses in the Municipality (562 residences in total).
Municipality of Shelburne Website: The ICSP page on the website offers information about the
ICSP process as well as the opportunity to fill in the Community Sustainability Survey online.
Open Office Hours: Open office hours were advertised in the ICSP Brochure for the public to
meet with the ICSP Planner / Project Coordinator on Thursdays from 12 - 2 pm in the Council
Chambers.
Sustainability Line / Email: An email address and direct telephone line were installed and
advertised in the press release and ICSP Brochure for the public to contact the ICSP Planner /
Project Coordinator.
Asset Mapping Workshop: In December, 2008, Councillors were asked to invite members of the
public to attend an Asset Mapping Workshop to initiate the Community Engagement process for
the ICSP. This workshop has been described in a separate report, which can be found in
Appendix 2.
The Future of Our Assets - Visioning Workshop: Community members who attended the Asset
Mapping Workshop in December, 2008 were invited to attend a follow-up workshop that
examined the future of our assets and the opportunities they present in the context of
sustainable development. This workshop has been described in a separate report, which can be
found in Appendix 3 of this document.
Public Community Workshops: A series of seven public community workshops were held (one
in each district of the Municipality). These workshops were advertised in the ICSP Brochure, on
the website, in the Coast Guard newspaper and with Eastlink cable.
Community Group Information Sessions and Workshops: Over 150 letters and brochures were
sent to community groups and businesses in the Municipality in January, 2009, inviting them to
participate in the process by holding an ICSP information session or a group workshop for
members or employees.
[72]
Public Goals & Actions Workshops: The public were invited to attend two additional workshop
in late May and early June, 2009. The purpose of these workshops was to prioritize the solution
areas previously identified, and to brainstorm goals and actions for the ICSP.
[73]
Our Vision for 2030...
The creative and resourceful people of the Municipality of the District of Shelburne deeply value their diverse
communities, healthy living and quality of life.
We enjoy our clean natural environment and sustainable resource economy from ocean to forest.
Our tradition of self reliance partnered with new technologies creates a robust economic climate that
welcomes renewable energy and new, sustainable industries.
Through cooperation and strong, progressive leadership we build on our rich history to create a vibrant future.
The District of Shelburne: A Sustainable Community in 2030
The following sections summarize the results of the community engagement process.
Sustainability Principles
The District of Shelburne has defined sustainability as having a healthy economy, a healthy environment
and a healthy community in terms of social and cultural needs, now and in 2030.
In order to achieve sustainability, we have defined the following four principles (adapted from the
Natural Step framework1) which will form the basis of the ICSP and the decision framework for future
development in the Municipality.
1. We will take action to enhance and support our local economy and future economic
development, and ensure that economic development is balanced with social, environmental
and cultural concerns.
2. We will minimize our consumption of non-renewable resources and creation of pollution and
waste, to preserve resources and the environment for future generations.
3. We will work to prevent damage to the natural assets within our community including our
coastal areas, beaches, Shelburne Harbour, protected forest environments, lakes and rivers.
4. We will take action to maintain and improve the quality of life of all our residents and ensure
that our residents can meet their basic needs.
Vision Statement
The ICSP Advisory Committee reviewed all the results of the community engagement, looking for
common themes. The Committee had two working sessions, one 4 hours in length and one 1.5 hours in
length to amalgamate all the feedback received. This statement reflects all of the feedback received
from the community about how they envision the District of Shelburne as a sustainable community in
2030.
1 www.thenaturalstep.ca
[74]
Community Assets
The following prioritized list of community assets was generated from the Asset Mapping workshop
conducted in December 2008. The list was prioritized based on what participants considered to be the
most important assets in the community in each category (shaded in the table below) and which assets
were most urgently in need of attention. A full report on this workshop is available upon request.
Asset
Category
Hospital/Health Services
Service
Fishery
Economic
People/Skills/Volunteers
Social
Schools
Built
Coastline
Natural
Clean & Safe Environment
Natural
Existing Commerce / Industry / Employment
Economic
Heritage / Historical Buildings
Built
Community Centres
Social
Natural Resources
Economic
Schools/NSCC
Service
Recreation/Healthy Living
Social
Affordable Land
Economic
Shelburne Harbour
Economic
Wilderness
Natural
Weather
Natural
Volunteer Fire Departments
Service
Potential for Wind Power
Natural
Undeveloped Land
Natural
Heritage & Culture
Social
Sustainability Issues
The following list of sustainability issues was generated based on community feedback from all sources
and are listed alphabetically:
Issue
Examples
Coastal Areas
Unrestricted development; no land use planning in place for
preservation
Restricted access to beaches due to private land ownership
Rising sea level and erosion
Community Spirit
Negative attitudes and mindsets
Scepticism
Lack of knowledge about change, sustainability
[75]
Issue
Examples
Economy
Lack of industry and jobs
Lack of sustainable, green local economy
Limited access to high speed internet
Challenges for small businesses
Dependent on outside communities for financial survival
Education
Limited opportunities for adult and post-secondary education
Youth need education about finances
Affordable day care
Energy
Long term trends for rising fuel costs
Dependency on non-renewable resources - oil and imported fuels
Cost, availability and reliability of electricity
High cost of adoption for alternative energy solutions
Inefficiency
Fishery
Decline in the fishery
Reduced local processing of fish
Ineffective government intervention
Destructive fishing practices, big business
Food
Lack of availability of local food
People are not self reliant enough
Lack of food security - dependent on Sobeys
Global Environment
Climate Change
Carbon footprint
World population increase
Reversing damage done to our environment
Health Care
Reduced Hospital services (ER closures, travel to Yarmouth/Bridgewater
for services)
Shortage of doctors, nurses (and other medical professionals)
Housing
Lack of Seniors housing options
Lack of housing options for young families
Municipal Affairs
Affordability of taxes (increased assessments)
Lack of recognition provincially and federally
Leadership and political will
Inefficiency due to five municipal units in Shelburne county
Population
Out-migration of youth
Aging population
Seasonal population and/or retirees with conflicting priorities to young
families
Recreation
Limited recreation options for children and youth (i.e. gym, pool)
Recreation opportunities not available to all
Transportation
Poor road conditions, ageing infrastructure
Lack of public transportation
Waste management
Increasing litter
Not all residents comply with recycling, composting requirements
No local recycling and composting facility
[76]
Issue
Examples
Water
Drinking water quality
Sewage disposal
Sustainability Solution Areas
The following list of solution areas (ordered alphabetically) has been developed based on all the
community input gathered including the sustainability issues identified above, the assets identified in
the Asset Mapping Workshop and all of the input to the Vision for Shelburne in 2030:
Solution Area
Examples of Possible Strategies & Actions
Enhance Education Options
Local education for alternative energy
Enhanced programming at NSCC with emphasis on
sustainable fisheries
Foster Sustainable, Cooperative
Community Spirit
Improve local leadership capacity in the community
Educate the community about sustainability
Support and develop a culture of self reliance
Improve Access to Health Care,
Recreation and Social Services
Assist with physician recruitment efforts
Ensure services that fit with our residents' needs
Facilitate service delivery where possible
Improved housing options, greener, more efficient
Promote recreation and healthy living through
programming and infrastructure development
Increase Municipal Efficiency &
Effectiveness
Increase efficiency through cooperation where appropriate
Act together to ensure Shelburne County is supported by
higher levels of government
Greener operation
Strong leadership, responsible government
Promote sustainable economic
growth and development
Support the development of a renewable energy industry
Develop the Shelburne Industrial Park and pursue the
establishment of sustainable industries there
Repopulation Strategy (immigration, in-migration, youth
retention, re-migration)
Protect our Heritage
Protect heritage buildings and support museums
Enhance pride in our history, make it real for our residents
Protect the Natural Environment
Be active in wetland and coastal area regulation to ensure
community goals are met through controlled development
Increase accessibility and promote passive recreational use
of protected areas such as the Tobeatic to increase
ecological awareness within the community
Protect drinking water quality
Reduce Waste and Improve Waste
Management
Increase education about waste management
Improve efficiency of waste collection and transportation
Implement local waste handling and disposal where
appropriate
[77]
Solution Area
Examples of Possible Strategies & Actions
Support a sustainable local economy
Initiate and support actions to transition to sustainable
fishing practices and local seafood processing
Support local trade
Develop a partnership program with local business to
support transition to sustainable practices
Support Affordable, Healthy Local
Food Options
Local agriculture
Farmer's Markets
Community Gardens
Local fish
Transition to Renewable Energy
Wind, solar, geothermal, biomass, etc.
Increased energy efficiency
Promote uptake of new technology in the community
Transportation
Advocate for transportation infrastructure improvements
Investigate and support transportation alternatives (public
transit, active transportation, carpooling)
Prioritization of Solution Areas
Based on the feedback received at the public workshops held in May and June, 2009, the Sustainability
Solution Areas were prioritized and some of the wording was adjusted as shown in the following table.
These workshops also generated many ideas for goals, actions, targets and indicators which informed
the development of the ICSP content.
Solution Area
Priority
Robust Local Economy
1
Natural Environment
1
Economic Growth & Development
1
Health Care, Recreation and Social Services
2
Education
3
Waste Management
3
Transportation
4
Municipal Operations
4
Climate Change Adaptation
5
Cooperative Community Spirit
5
Affordable, Healthy Local Food
5
1
2
3
4
5
6
7
8
9
10
11
[78]
Solution Area
Priority
Renewable Energy
5
Heritage & Culture
5
12
13
[79]
Community Engagement Results
Community Sustainability Survey
Structure
The survey was comprised of open text questions about residents' opinions on the most important issue
in the community today and their vision for the future. Residents were then asked to select three
priority areas under each of the four pillars of sustainability (Social, Economic, Cultural and
Environmental) that they thought were most important for developing the community now and also in
2030. Finally, the survey asked residents to select between pairs of priority areas to determine which
they felt were most important to address first.
Responses
A total of 145 responses were received to the survey. The majority of these responses (> 70%) were
received by mail as a result of the direct mail solicitation.
Priority Rankings
Tables 1 through 4 below show the results of the rankings of priorities under each of the four pillars of
sustainability. The residents were asked to rank the priorities based on their current needs (indicated by
"NOW") and then based on the needs of future generations (indicated by "2030"). The total score was
calculated by assigning 3 points for each time an item was ranked "1", 2 points each time an item was
ranked "2" and 1 point each time an item was ranked "3". The top five priorities for each pillar are listed
in the tables. Full results can be found in Appendix 4.
Table 1A. Top ranked Economic Priorities - NOW
Answer Options
Total
Score
Create new employment opportunities through job creation programs
165
Increase industrial use of Shelburne Harbour
108
Initiate projects to revitalize the fishing industry
107
Develop a renewable energy industry (wind farms, tidal energy, etc.)
97
Invest in transportation infrastructure (roads, highways, bridges, etc.)
94
Table 1B. Top ranked Economic Priorities - 2030
Answer Options
Total
Score
Develop a renewable energy industry (wind farms, tidal energy, etc.)
81
Create new employment opportunities through job creation programs
78
Increase industrial use of Shelburne Harbour
66
Initiate projects to revitalize the fishing industry
63
[80]
Invest in transportation infrastructure (roads, highways, bridges, etc.)
53
Table 2A. Top ranked Social Priorities - NOW
Answer Options
Total
Score
Improve health care facilities and services
264
Ensure adequate numbers of health care staff are available
168
Improve our schools and education services
69
Increase support services for youth
54
Increase availability of services and programs for seniors
54
Table 2B. Top ranked Social Priorities - 2030
Answer Options
Total
Score
Improve health care facilities and services
128
Ensure adequate numbers of health care staff are available
89
Improve our schools and education services
56
Invest in recreation infrastructure (parks, arena, trails, pools, etc.)
53
Protect our beaches and invest in parks, playgrounds and open spaces
44
Table 3A. Top ranked Cultural Priorities - NOW
Answer Options
Total
Score
Support festivals and community events
199
Preserve museums and other important cultural sites
143
Protect historical properties
134
Increase the number of festivals and community events
116
Support community groups through grants and financial means
73
Table 3B. Top ranked Cultural Priorities - 2030
Answer Options
Total
Score
Support festivals and community events
114
Protect historical properties
108
Preserve museums and other important cultural sites
106
Support community groups through grants and financial means
67
Increase the number of festivals and community events
66
[81]
Table 4A. Top ranked Environmental Priorities - NOW
Answer Options
Total
Score
Promote and provide grants for alternative energy use
141
Maintain and improve waste management services
115
Ensure the Municipality "buys local" whenever possible
108
Develop a land use planning strategy for coastal area protection
97
Help residents to protect their drinking water quality
73
Table 4B. Top ranked Environmental Priorities - 2030
Answer Options
Total
Score
Maintain and improve waste management services
74
Promote and provide grants for alternative energy use
72
Reduce greenhouse gas emissions
62
Help residents to protect their drinking water quality
60
Ensure the Municipality "buys local" whenever possible
56
Priority Area Choices
Table 5 below presents the normalized results to the series of choices presented to residents in the
survey. Residents were asked which priority area we should focus on first, and were presented with
pairs of priority areas and asked to select one over the other as the area we should focus immediate
attention on. The normalized results were calculated based on the number of times a priority area was
selected less the number of times a priority area was not selected (i.e. negative points were given for
each time an area was not selected in a pair of options). The total points were then divided by the
number of times a priority area was presented as an option, to normalize results (because it was not
possible to present each area equal number of times).
Note that some of these results are negative, this means that overall these areas were not selected
more than they were selected as priority areas. However, it is recognized that all of these areas are
important and will be covered by the ICSP. This question was meant to illustrate the decisions that may
need to be taken in this planning process about which areas to focus on first. All of these areas are
interconnected, but focusing on certain areas first may have positive side effects in other areas.
Table 5. Normalized Responses to Priority Area Choices
[82]
Answer Options
Normalized Response Count
Assuring Quality of Life (e.g. Seniors' services, health
services, family & youth services, public transit,
volunteer support, schools & education services, fire
protection services)
20.3
Economic Growth & Development (e.g. Shelburne
harbour development, expansion of Shelburne Industrial
Park, land use planning, tax incentives, road & power
upgrades)
16.5
Supporting the Local Economy (e.g. ensuring access to
high speed internet, Community Business Development,
Immigration and In-migration Policy, new NSCC
programs, increasing tourism, buy local initiatives)
13.5
Protecting the Environment (e.g. waste management,
reducing greenhouse gases, land use planning & coastal
area preservation, climate change adaption &
mitigation, sewage treatment)
-17.3
Improving Quality of Life (e.g. supporting community
groups, festivals & community events, museums &
historic sites, recreation infrastructure, beaches, parks,
playgrounds & open spaces)
-44.5
[83]
Public Community Workshops
Locations
Public Community Workshops were held in each of the seven districts as follows:
Location
Date & Time
Number of attendees
Lower Ohio
04 Feb 09 (6:30 pm)
8
Gunning Cove
05 Feb 09 (6:30 pm)
16
West Green Harbour
11 Feb 09 (6:30 pm)
16
Little Harbour
14 Feb 09 (9:00 am)
29
Sandy Point
18 Feb 09 (6:30 pm)
27
Port Saxon
26 Feb 09 (6:30 pm)
9
Jordan Falls
05 Mar 09 (6:30 pm) - snow date
15
TOTAL
120
Structure
The workshops started with an information session on sustainability and the ICSP. Following that,
participants were asked to work individually first to answer a series of questions (below) about their
vision for the future of Shelburne in 2030:
1. What has been created? How has the community become sustainable? Describe the
community, people, economy etc...
2. What has changed?
3. What has stayed the same?
4. How are people affected by the changes (include you, others in the community etc.)?
5. How has the community worked through the good times and the hard times?
6. What has been the biggest challenge the community has faced since 2008?
After individually answering the questions, people were asked to each "tell their story" about the future
based on their answers with a small group (4 - 6 people).
The groups were then asked to identify opportunities for the ICSP by exploring the most compelling
parts of the stories.
The workshop structure was designed to use an appreciative approach by asking participants to
envisage the future and identify opportunities. Challenges were also identified but were not the focus
of the meeting.
Results
Detailed results from the workshops are available upon request. Participants identified the following
common key features of their desired future for Shelburne in 2030 (in alphabetical order):
[84]
Clean, Protected Natural
Environment
Clean air, water
Clean, fully utilized harbour
Lovely beaches and wetlands preserved - boardwalks and increased
awareness and preservation of wildlife and vegetation
Healthy People
People live longer and are healthier
Better health care facilities and service delivery
Improved Governance
Strong leadership, responsible government
Greener, more efficient Municipality
Amalgamation of municipal governments or increased cooperation
Improved Waste
Management
Increased recycling and reduced packaging
Significantly less waste production
Local composting
Waste as fuel
Increased Awareness of
Sustainability Issues
People are aware of the challenges and the need to preserve
resources and reduce waste
People consciously balance their own needs with available resources
Children are taught gardening, cooking, sustainability
Increased Education
Opportunities
More retraining and adult education programs available
Top quality education for young people
Business opportunities in education pursued - e.g. medical school
Local education for alternative energy technology
Increased Self Reliance for
Food and Energy
More local food production (vegetables, poultry, other farm animals)
Less need to travel for necessities - local markets
Community Gardens
Reduced dependence on foreign and non-local products
More Housing Options
Available
Seniors housing complexes
More options for housing for young people
New or renovated housing is environmentally friendly
Natural Resources Preserved
Sustainable fishery supported by all levels of government
Sustainable woodlot management
Forest more productive per hectare
Full use of goods with negligible waste
Quality of Life
Safe community
Access to outdoor and indoor recreation facilities
Community centres fully utilized
More time with family
Access to natural areas and beaches
Renewable Energy Sources
and Power Independence
Wind, water, solar, tidal and geothermal power and heating systems
common for residences and businesses
Local power generation (co-operatives, individuals)
Improved power security
Reduced power costs
[85]
Strong, Proud and
Cooperative Community
Spirit
Improved attitude, community is more confident
Sense of community and caring
People take a greater interest in the community
People working together and supporting one another
Collaboration and partnerships
People will be happy and love where they live
Heritage, museums and historical buildings preserved and valued
Strong, Resilient Local
Economy
Existing resource-based industries enhanced, branded and expanded
Increased local trade, exchange of goods and services locally
New sustainable industries (renewable energy, agriculture,
ecotourism, etc.)
More diverse small businesses to meet local needs
Innovative ideas, use of technology for new businesses
Harbour developed
Net in-migration of people, more young families
Transportation
Infrastructure and
Alternatives
Carpooling the norm (structure for facilitation)
Public transit (high speed trains, buses)
Active transport used (particularly bicycles)
Improved roads and highways; more bridges and causeways as sea
level rises
Fewer vehicles (all vehicles smaller and more efficient)
The table below summarizes the short term opportunities participants identified to move us closer to
their desired future (in alphabetical order):
Alternative Energy
Promote alternative energy technology
Community wind farms
Solar panel manufacturing plant
Local tax credit for installation of solar panels
Finance installation of alternative energy technology on local homes
Planning department to encourage alternative energy and energy
efficient technology
Biomass to heat municipal and town buildings
Ecotourism
Promote beaches, natural areas and develop the area as an
ecotourism destination
Educate about Sustainability
Learn from our elders
Promote sustainability education at all levels of schooling
Improve Health Care
Locally supported medical training in return for service
Improve Waste Management
Expand services of waste management site - recycling and
composting
Use waste as fuel source
Invest in Education
Distance education
New NSCC course offerings
[86]
Leadership and Political Will
Ensure the community is recognized by province and federal
government
Municipal bonds
Local Agriculture and Food
Production
Promote local agriculture opportunities: grapes, cranberries, etc.
Local cooperative food production
Community Gardens
Protect the Environment
Land use planning
Re-population
Encourage in-migration or return of entrepreneurs and professionals
who will set up new business or who can work from home
Strengthen Community
Work to keep our schools
Support local cultural activities
Improve local leadership capacity
Support Economic Growth
Tax-free zone for business, free setup, cut red tape
One village, one product
Support Local Business
Encourage local trade, ensure local industry stays
Invest in local business and encourage them to invest in themselves
Support traditional fishing and forestry industries
Support the Fishery and
Local Seafood Production
Promote the establishment of local seafood processing plants
Local cooperative for fishing
[87]
Community Group Workshops and Information Sessions
Community Groups
The following community groups were visited during January - March, 2009:
Community Business Development Corporation Board
Shelburne Association Supporting Inclusion (Shelburne Group Home staff)
Shelburne Association Supporting Inclusion (Heritage Hall)
Shelburne Harbour Yacht Club
Roseway Hospital
Shelburne Regional High School (SRHS), School Advisory Council
Shelburne Regional High School (SRHS) Environment Club
Black Loyalist Heritage Society
Sandy Point Community Association
Port Clyde Volunteer Fire Department
Shelburne Historical Society
Municipality of the District of Shelburne Staff
Municipality of the District of Shelburne ICSP Advisory Committee
Structure
Most community groups participated through allowing the District of Shelburne to conduct an ICSP
information session as part of a regular meeting. No direct community input was solicited at these
sessions, but surveys were distributed and people were encouraged to get involved in other ways with
the ICSP process.
Workshops were held with the SRHS Environment Club, Shelburne Historical Society, MDS ICSP Advisory
Committee and MDS staff. These workshops had a similar format to the public workshops described in
the previous section.
Results
The information sessions stimulated some active discussion about the future of our community and
encouraged people to complete surveys and attend workshops. A short survey relevant to specific
community groups was distributed to most groups. Responses to this survey were collected from the
CBDC Board, Roseway Hospital management and Shelburne Association Supporting Inclusion (SASI). The
table below shows the top five ranked priority areas from this survey:
[88]
Table 6. Top five ranked priorities from Community Group Survey
From the list below, TICK 5 ITEMS you feel most strongly should be addressed in a long
term plan.
Answer Options
Tick if
Priority
Response
Count
Improve health care facilities and services
8
8
Develop a renewable energy industry (wind farms, tidal energy, etc.)
7
7
Ensure adequate numbers of health care staff are available
6
6
Increase availability of services and programs for seniors
5
5
Develop a "Buy Local" Program for food and other products
4
4
The information generated from the workshops and surveys is summarized in the full report, available
on request. The table below summarizes the key features of participants' desired future for the District
of Shelburne in 2030.
Improved Governance
More changes in legislation
Government as leaders (all levels)
Policies are fair for all classes and cultures
Increased Self Reliance
Rely on history, not technology
People able to live off the land - hunting, fishing, farming
Community Spirit
Sense of community locally and globally - connectedness
Work/life balance
Family values, volunteering
Sharing to improve quality of life, people live within their means
People come together to share in recreation - less individual focus
Cooperative spirit, hopefulness, positive attitudes
Transportation
Public transit (free)
Bike paths, more use of bicycles and more walking
More services available locally for health and education through new
technology - less need to travel
Increased active transportation
Less use of cars
Protection of the
Environment
Community tree planting
Natural environment pristine
Forests strong and healthy
Coastlines, beaches protected
Controlled property and business development so it has grown
without jeopardizing nature or quality of life
Less use of oil and plastic
[89]
Economic Development
New medical clinic
Fisheries School of Excellence
New municipal building
Port development
New industry for use of recycled materials
Renewable Energy
Electricity is solar or wind generated
Tidal power, geothermal power
Cars running on solar or biogas or hydrogen
Houses heated with renewable resources
Strong, Resilient Local
Economy
More home grown vegetables
Cottage industries, diversified and expanded small businesses
Fishing industry rejuvenated
More employment, more working from home
In-migration of professionals and entrepreneurs
Locally owned businesses, fewer big chain stores, more local buying
The table below summarizes opportunities identified by these groups in the workshops and surveys:
Culture and Heritage
Make history real for the community
Leverage historical assets, incorporate renewable energy but keep
historical feel
Economic Diversification
Small business expansion and retention program
Lower barriers to entry for new small businesses
Barter system for local goods and services
Develop renewable energy industry
Attract larger industry
Increase Community Pride
Community Gardens - one in each district with hodge podge at the
end, horse and plough to start
Increase use of community halls
Sustainability Initiatives
Engage small groups with different goals to progress sustainability
plan, build on existing community groups
[90]
Other Community Contact
Open Office Hours & Scheduled Meetings
Six members of the public visited the municipal offices to meet with the ICSP Planner/Project
Coordinator to discuss ideas for the ICSP.
Results
The following ideas were presented:
Wood pellet manufacturing - sustainable industry
Pursuing tidal/solar/wind energy projects
Building Inspection Department - should provide information to the public on locally available
sustainable and energy efficient building materials
Alternative Technology Centre - similar to centre in Wales where people live and work in a
sustainable community and act as a test site for new technologies - companies are able to test
technology in a real life scenario - potential for tourist attraction, supply of local food,
technology and economic development
Lobster Hatchery - females with eggs caught in traps are donated and baby lobsters are grown
in captivity and released to increase stocks
Sandy Point Sewage Treatment System - turn existing sewage treatment system into pumping
station and situate a new plant in the Industrial Park. Provide Industrial Park, Hospital, Bowood,
NSCC and residential service on Sandy Point Road - turn Sandy Point into a major residential
growth area for the municipality
Strategic planning for individual local communities (e.g. Sable River)
Build a wind farm in the Industrial Park to power sewage treatment plant and other municipal
operations
Conservation easement on selected municipal land to protect plant species at risk through Nova
Scotia Nature Trust
[91]
APPENDIX C:
COMMUNITY ORGANIZATION CONSULTATIONS REPORT (JULY, 2009)
[92]
Municipality of the District of Shelburne
Integrated Community Sustainability Plan
Community Organization Consultations
Summary Report
As part of the community engagement process for the ICSP, organizations working in sectors
represented by each of the four pillars were consulted in a series of workshops exploring issues, possible
solutions and the role of the municipal government under each of the four pillars of sustainability
(Economic, Social, Cultural and Environmental). These workshops were held in cooperation with other
municipal units in Shelburne County and as such covered the entire county in their scope, and in the
case of the Environmental pillar, also considered Yarmouth County.
This report summarizes the results from those meetings and identifies key areas where the municipal
government may be able to take action through the ICSP to create positive results across multiple
sectors.
Contents
Participating Organizations .................................................................................................................... 93
Workshop Structure .............................................................................................................................. 94
Economic ........................................................................................................................................... 94
Social ................................................................................................................................................. 94
Cultural ............................................................................................................................................. 95
Environmental ................................................................................................................................... 95
Summary of Results ............................................................................................................................... 96
Economic ........................................................................................................................................... 96
Social ................................................................................................................................................. 96
Cultural ............................................................................................................................................. 97
Environmental ................................................................................................................................... 97
Discussion of Results: Synthesis of Common Themes ............................................................................. 99
[93]
Participating Organizations
Selected organizations were invited to participate in the workshops. The workshops could
accommodate a maximum of 12 people, so although it was not possible to include all organizations, we
tried to include a representative cross-section of the community. The table below lists the organizations
that were represented at the workshops:
Economic
Social
Cultural
Environmental
ACOA (Atlantic
Canada
Opportunities
Agency)
CBDC (Community
Business
Development
Corporation)
SWSDA (South West
Shore Development
Authority)
NSERD (Nova Scotia
Economic and Rural
Development)
NSBI (Nova Scotia
Business Inc.)
Roseway Hospital
South West Health
NSCC (Nova Scotia
Community College)
Community Services
Schools (Shelburne
Regional High
School)
VON (Victorian
Order of Nurses)
Day Care (Little
People's Place)
Long Term Care
(Roseway Manor)
Tri-County Housing
Authority
Tri-County Women's
Centre
Churches
Shelburne Historical
Society
Nova Scotia Health
Promotion
Municipal Recreation
Directors
Shelburne County
Trails Association
Western Counties
Regional Library
Cape Sable Island
Historical Society
Osprey Arts Centre
Shelburne County
Arts Council
Shelburne County
Women's Fishnet
Harmony Bazaar
Southwest Nova
Biosphere Reserve
Association
TREPA (Tusket River
Environmental
Protection
Association)
Nova Scotia
Environment -
Protected Areas
Harbour Authorities
(Lockeport)
Nova Scotia Natural
Resources
Agriculture Industry
Representative
Private Woodlot
Owner
Representative
Bird Studies Canada
Federal Department
of Fisheries and
Oceans
[94]
Workshop Structure
Each meeting was organized slightly differently, depending on the number of people present and the
type of input being sought. Generally, the workshops were designed around a series of three
discussions framed by questions. Participants were encouraged to provide feedback in a variety of
ways, including written responses to the questions, general discussion and brainstorming with partners
and small groups.
The questions used to frame the discussions in each workshop are presented below:
Economic
Discussion 1: How are municipalities approaching economic development and the ICSP?
How is each municipality approaching the ICSP planning process?
How are/will each municipality be incorporating economic development into the ICSP?
What stage in the ICSP planning process is each municipality at?
Discussion 2: How does community development work in Shelburne County presently?
What is each group doing in the field of community development in Shelburne County?
How do the existing five bodies work together and overlap?
How do they communicate and interact with the municipality?
Discussion 3: What are the economic development priorities in the region when we talk about long
term (20 year plus) planning?
What are the short term priorities and initiatives each organization is pursuing in Shelburne
County and how may they relate to long term strategies?
What long term economic development priorities and opportunities can be developed in our
ICSPs?
How could the five organizations represented be involved and support the ICSP
implementation?
Social
Discussion 1: What is working well?
Where do you see the most effective delivery of social services in this area?
What relationships do you have to the other organizations represented here?
Does your organization have a strategic plan? What is the timeline?
Discussion 2: What are the priorities for the future?
What is the dominant social/community/health issue in Shelburne county or Southwest Nova
Scotia?
What priorities do you have over the next 5-10 years that are related to community
sustainability or viability?
What changes do you foresee or see the need for in your organization or in your relationships
with other organizations?
Discussion 3: How will we ensure sustainable access to social services in rural SW Nova Scotia for
future generations?
What will be the future needs in terms of physical infrastructure and facilities (how sustainable
is our current physical infrastructure)?
What are the long term challenges in terms of staffing (what types of staff will be needed and
where do you foresee shortfalls)?
How will delivery of social services change?
[95]
What is your organization doing to ensure access to social services for rural Nova Scotia?
What do you see as the role for local governments in relation to health and social services now
or in the future?
Cultural
Discussion 1: What is working well?
Describe what is working well for your organization.
What relationships do you have with other organizations represented here?
Discussion 2: What are the priorities for the future?
What is the dominant cultural or recreational development need in Shelburne County?
What changes would benefit your organization or your relationships with other organizations?
Discussion 3: How will we ensure sustainable access to cultural and recreational services in rural SW
Nova Scotia for future generations?
How will the delivery of cultural and recreational services change in the future?
How can Shelburne County better use, provide and share spaces for the development of culture
and recreation?
What role can local government take in Shelburne County's cultural and recreational services?
How will we develop links between recreation, arts and culture with government and the
private sector in our communities?
Environmental
Discussion 1: What is working well?
Describe your role (or that of your organization) in relation to natural resources and the
environment.
What is working well for you or the organization you represent?
What relationships do you have with other organizations represented here?
Discussion 2: What have been your successes and challenges?
How have you or your organization been most successful in protecting our environment and
natural resources?
What have been the challenges that you or your organization have faced in managing and
protecting our environment and natural resources?
Discussion 3: What has to change?
What has to change in order to make sure that the use of our natural resources is based on
sound ecological principles?
What can we do at the municipal government level to support or initiate the changes you have
identified?
[96]
Summary of Results
Economic
The following priorities were identified in the meeting with economic development organizations:
Transportation Infrastructure - Highway upgrades (103)
Transportation Infrastructure - Port Development
Shelburne Industrial Park Development
Support and protect fisheries, particularly Lobster Industry
Oil & Gas Industry Development
Support NSCC and develop higher learning institution (e.g. Junior College)
In-migration and Immigration Strategy
Skills Inventory and Asset Map for area (to be used to attract business)
Marine Centre of Excellence (to support fishery in region)
Develop Value-Added Industry for the Fisheries
Develop Aquaculture Industry
Develop Agriculture Industry (seasonal complement to fishery)
Develop and support Tourism Industry
Social
What is working well?
Partnerships and communication between organizations in the region
Relationships and cooperation between organizations and individuals help to ensure high quality
service delivery (benefit of a small community)
Progress towards developing alternative models of delivering services (e.g. education) which
address social and wider community needs better than the standard
What are the priorities for the future?
Maintain and improve services and local access to services (affordable transportation, effective
communication, local delivery models, technological advances all need to be balanced)
Build relationships with the community and other organizations
Develop more innovative means of service delivery
Improve housing options, complete updating and repair work
Ensure appropriate remuneration for key service providers (e.g. daycare workers)
Reduce duplication and increase cooperation
What role should the local government have in social service delivery?
Support local non-profit organizations through grants, services and facilities
Advocacy for residents in the area of local service delivery, recognizing the changing needs of
the community and addressing gaps in service provision, maintaining and improving service
levels
Survey, make contact and build relationships with young people in high school/community
college to encourage and find out what is needed for them to stay in the area
[97]
Act as an enabler to ensure services and programs are available in all areas and not just
delivered centrally
Market and promote the area for immigration, in-migration
Make sound decisions regarding investment in municipal infrastructure
Community development for competitive advantage when attracting new residents,
professionals, etc.
Act as a facilitator to connect the people to the services - provide space, maps of services, guide
for residents to access service
Cultural
What is working well?
Partnerships and relationships within the community and between organizations
Involvement of youth
Volunteer support
Cooperative projects between organizations
Sharing of resources and staff time
What are our priorities for the future?
Promote the area, help people outside recognize what Shelburne can offer in terms of lifestyle,
culture, spirituality, etc., whether for vacation, seasonal resident or to move here
Build relationships between organizations
Protect our ocean and forest while developing
Create a thriving community that is unique and attractive by developing new ideas
Connect youth and children with the outdoors
Attract more people to the area and involve more people in volunteer activities
What role should the local government play in supporting cultural activities in the future?
Develop a transportation and communication system to allow wider access for participation in
community activities (provide scheduling, social contact, funding for carpool scheme)
Facilitate connections between groups and organizations by holding an annual meeting for
sharing information and developing new ideas
Stable, small scale, multi-year funding for organizations, particularly those involved with priority
issues
Continue to provide support for recreation activities through Recreation Directors
Advocacy to higher levels of government
Land use planning for protection of natural areas
Promote volunteerism
Environmental
What is working well?
Volunteerism
[98]
School engagement, involving and hiring local youth
Emerging relationships and partnerships between different departments and with community
organizations and Non-Governmental Organizations
Public participation and involvement
Public education
Empowerment of front line workers for implementation of policy, working with the public
Communication/collaboration across government departments
What are the challenges we face?
Public awareness
Competing interest (e.g. for beaches)
Bureaucracy (e.g. long wait times for permits)
Making a living at agriculture is difficult
Finding ways to work within the system and still make things work
What has to change and what is the role for local government?
1. Apply the basic principles of sustainability at every level; if we share these principles and stick to
them it will create the change we need
2. Education - need to focus on education to create change
3. Changes to the way the system works - more power to the front line people, more effective
collaboration between levels of government and government departments, decentralize and
reduce bureaucracy
4. Municipal governments to act as enablers, facilitators - help people to navigate the systems and
help the other levels of government to understand what is unique about each community,
represent the communities' interests and present local knowledge when provincial and federal
policies are developed
[99]
Discussion of Results: Synthesis of Common Themes
There are several common themes that exist in the responses from the organizations in each of the four
pillars. Although their focus was different, the following themes recurred with respect to ensuring a
positive future for our communities:
Develop relationships, partnerships, cooperation and collaboration
Define what is special and unique about our area and promote it for immigration, in-migration,
economic and community development
Connect people and organizations through transportation, enhanced communication and
technology
Our communities face significant challenges in the realm of sustainability but also in many other areas.
The local government has an important role to play in terms of leading that change, as expressed by the
organizations consulted in this series of workshops. There were common themes expressed, with
different emphasis, regarding the municipality's role in ensuring a sustainable future for our
communities. These common themes were:
The municipal governments need to take a leadership role and help to shape and guide the
change required by:
o Facilitating the cooperation and connection of groups within the community to increase
their effectiveness and enhance benefits to our residents;
o Advocating for our communities to higher levels of government, representing local
interests and presenting local knowledge;
o Guiding residents and community organizations to the services and programs they need
from all levels of government; and
o Making sound decisions and investments based on the values of our community.
[100]
APPENDIX D:
SOUTH SHORE REGIONAL SUSTAINABILITY SOLUTION AREAS
The following tables describe the eleven (11) regional sustainability solution areas identified for the South Shore, as
discussed in Section 5. They are listed alphabetically:
R1 Adequate Services to Ensure the Health & Wellbeing of Communities
Description
Health and well-being is a priority for our citizens and communities. Many of the challenges associated
with health and well-being (such as lack of access to doctors and rising rates of chronic disease) are felt
across the region. In addition to the need to ensure high quality treatment medical services such as
emergency room staff and specialists, there is also a need to improve services that promote
preventative measures for health and well-being (e.g. active living, recreation services, social and
mental health). New models of health care delivery need to be explored and existing facilities and
programs retained in order to meet the health care needs of an ageing population.
Justification for
Regional
Approach
Health services are best delivered locally through a collaborative regional approach. Regional dialogue
and co-operation is necessary to ensure that the Provincial government recognizes the challenges
faced by rural communities respecting health care and the importance to these communities of
decentralized services such as community health centres. Given limited resources, regional health &
wellbeing services need to be delivered through a regional approach that takes into account equity and
accessibility issues for all residents. Remote rural municipalities require a collective voice on this issue
to ensure adequate services and facilities for their rural populations.
Provincial
Involvement
For health care: Department of Health Promotion & Protection; District Health Authorities,
Department of Health, Health Canada.
For recreation: Community Services, Health Promotion & Protection and municipal authorities.
Related ICSP
Solution Areas
Regional
Indicator(s)
Rates of chronic diseases
Participation rates in recreation programs
Number of residents without a family doctor
Number of volunteer groups providing health related solutions (e.g. transportation or assistance at
clinics)
Participation rates in wellness and health programs
4
5
7
10
[101]
R2 Climate Change Adaptation
Description
The population in Southwestern Nova Scotia is concentrated in coastal areas, which will be hardest
hit by climate change through sea level rise, coastal erosion and increased storm surges. Climate
change may also have a significant impact on our natural resource economy in the region. One
strategy to reduce vulnerability to the effects of climate change is to anticipate, adapt and mitigate
where possible. Cooperation with other municipal units in the region may enhance our capacity for
addressing this issue through cooperation in mapping and modeling to help anticipate the impacts,
and through coordinated planning and development of appropriate emergency measures.
Justification for
Regional
Approach
This solution area is regional in nature because there will be economies of scale in cooperating on
mapping and modeling activities and because coordinated emergency measures will cross municipal
boundaries.
Provincial
Involvement
The Province will act as a partner in this solution area. The Federal Government is putting increased
emphasis and developing programs for climate change adaptation which involve other levels of
government.
Related ICSP
Goals
Regional
Indicator(s)
Proportion of municipalities in South Shore Region with Climate Change Adaptation Strategies.
Proportion of municipalities in the South Shore Region with EMO Climate related exercises
annually.
R3 Ecologically Based Natural Resource Management
Description
The South Shore is blessed with abundant natural resources, from forests to minerals to fish and
wildlife, to our water resources. It is vital to the long-term wellbeing of our communities that these
resources are managed sustainably, with an eye to regeneration of natural wealth to ensuring that
this wealth is available to future generations. Ecological management means using the best available
scientific and indigenous knowledge to harvest and make use of resources and land without causing
them to become depleted over time. Since natural resources transcend municipal boundaries, they
require ecological management practices on a regional level.
Justification for
Regional
Approach
Regional approaches to ecosystem-based land use planning and natural resources management have
a greater likelihood of addressing environmental, social and economic challenges today and in the
future.
Provincial
Involvement
The Province and Federal Government have jurisdiction over this solution area (NS Environment, NS
Department of Natural Resources, and Federal Department of Fisheries and Oceans, etc.), but
municipal governments have a role to play in protecting natural resources through land use
restrictions.
Related ICSP
Solution Areas
Regional
Indicator(s)
General environmental indicators, especially water quality & biodiversity
Long term economic success of resource based industries
9
1
2
3
[102]
R4 Economic Transition
Description
The communities in the South Shore region will continue to face tough economic conditions in the
future, which may be exacerbated by demographic challenges, environmental decline and a rapidly
changing and increasing volatile global economy, and they do not experience these effects in isolation.
To ensure our communities are resilient in the face of these challenges, communities need to work
together to develop local economies and embrace the emerging "green" economy globally.
Encouraging and valuing local and regional cooperation and collaboration between businesses and
organizations will breed prosperity. To be successful, our economic survival strategies need to shift
from COMPETITIVE models that pit community against community; competing for scarce dollars and
limited environmental resources, into COLLABORATIVE models that encourage prosperity based on
their unique community strengths and common needs.
Justification for
Regional
Approach
South Shore communities are deeply integrated with each other. Economic development is currently
delivered on a regional basis. Unfortunately, the current model of service delivery results in rural
municipalities competing with each other over the location of development projects. Regional
economic transition planning, if done in a collaborative and progressive manner, can be the "tide that
lifts all ships". Its ultimate goal would be to ensure economic stability across the region, through a
focus on the well-being of citizens, the capacity of communities to meet their needs and the
responsible stewardship of the region's common resources.
Provincial
Involvement
Nova Scotia Economic Development, Regional Development Authorities.
Related ICSP
Solution Areas
Regional
Indicator(s)
General economic indicators, including a more holistic model (e.g. GPI or Canadian Index of
Wellbeing)
Progressive poverty indicators such as inability of residents to afford basic needs for financial
reasons
Number of locally owned businesses
1
3
[103]
R5 Education for Sustainability
Description
Achieving truly sustainable communities will require participation of the whole community and
significant lifestyle changes for our residents. In order to change, people need to know what to do,
how to overcome obstacles and practice new behaviours. Action will be individual and collective and
people will be committed to new values which align with the requirements of a sustainable
community. There is significant advantage to a regional approach to education and awareness
initiatives, and to streamlining educational messages across different initiatives (e.g. recycling, energy
use, transportation, etc). If municipal governments talk about sustainability using the same language,
and encourage the development of the same behaviours and social norms throughout the region, we
have a greater likelihood of widespread success.
Justification for
Regional
Approach
This solution area is regional in nature because the effectiveness of education efforts will be improved
through economy of scale and a clear, united message.
Provincial
Involvement
The Province will act as a partner in this solution area. The Department of Education has jurisdiction
over any education program delivered through formal institutions like schools or community colleges.
Related ICSP
Solution Areas
Regional
Indicator(s)
General sustainability literacy
Percent of residents who participate in sustainability initiatives created by ICSPs
**Indicators in other areas which indicate changes in behaviour (e.g. waste management or local food
consumption) may also indicate success in this area
R6 Improved Execution of Collaborative Services Between Municipalities
Description
The practice of sharing services (core services such as water treatment or fire protection, recreational
services such as summer programs for children, public facilities such as libraries, etc) is well
established between many South Shore municipalities. There is also a rising need for such service
sharing, given the increased demand for regional collaboration, or simply the necessity of cutting
costs. Joint service provision is also fraught with challenges, from reaching agreements on cost-
sharing to management to accessibility for members of different geographic communities. There is
also a trend of depriving rural communities of much-needed services as a result of centralization in
more urbanized areas. Creating more sustainable communities necessitates continuously improving
the ability of municipalities to reach agreeable solutions for shared services, particularly new and
emerging regional services such as transit, energy systems and food systems.
Justification for
Regional
Approach
Many sustainability issues and solutions are inherently regional in nature, and require the expansion
or development of regional vehicles to address them. New shared services require broader,
collaborative approaches. A systematic regional effort to improve the way municipalities share their
services is essential to long-term success in these efforts and the ultimate provision of effective and
efficient services.
Provincial
Involvement
Service Nova Scotia and Municipal Relations is the primary involved department. The Province and
municipalities have many vehicles for managing these different services and this area is quite
complex.
Related ICSP
Solution Areas
Regional
Indicator(s)
Satisfaction of municipal leaders and staff in creating shared inter-municipal solutions
Degree of uniformity in the satisfaction of residents with their regionally shared services
Number of successful collaborative activities completed
1
5
9
12
8
[104]
R7 Local Food and Sustainable Fishing, Aquaculture and Agriculture
Description
Most of the food consumed in Nova Scotia is shipped from thousands of kilometers away, and many
people can't afford or access healthy food. Our food supply contributes directly to the wellbeing of
our community and we value naturally grown, healthy food which is accessible and affordable.
Changing food consumption patterns to include more local food means supporting local farmers and
food producers as well as reducing our impact on the global environment and increasing the security
of our food sources. Strategies to promote local food include education, increasing knowledge of
self-sufficient food practices, supporting social programs to make healthy food affordable and
ensuring sufficient food storage. Cooperation between municipal units on these initiatives means a
united voice and message for education and advocacy activities.
Justification for
Regional
Approach
This solution area is regional in nature because the effectiveness of education and advocacy efforts
will be improved through economy of scale and a clear, united message.
Provincial
Involvement
The Province will act as a supporter in this solution area. Agriculture is under Provincial and Federal
jurisdiction and the Province has food related programming and strategies in place related to
vulnerable families (e.g. food banks).
Related ICSP
Solution Areas
Regional
Indicator(s)
Proportion of food consumed that is produced in Atlantic Canada
Growth in local farming/fishing and food production sector
Number of acres of agricultural land used for food production
Value of farm/fishing enterprise, average age of farmers/fishers
Proportion of people growing food in private or community gardens
Related Regional
Actions
RP-9 and CP-3.
R8 Renewable Energy Development
Description
Our society's dependence on fossil fuels for our energy needs is not sustainable. To meet our energy
demands, our society will need to transition from fossil fuels to renewable sources of energy. Nova
Scotia has the potential not only to generate renewable energy to meet domestic needs, but also to
export energy to the United States and other provinces. Renewable energy and local economic
development are mutually reinforcing goals and renewable energy has the potential to enhance our
local economies. To benefit from this opportunity we need to ensure we identify and encourage
development of renewable energy projects, and create a supportive policy environment for these
projects. Local and regional collaboration through partnerships and information exchange will help
to ensure this development occurs in a way that benefits the entire region.
Justification for
Regional
Approach
This solution area is regional in nature because projects and the impacts of projects may cross
municipal boundaries.
Provincial
Involvement
The Province will be a supporter in this solution area. The Nova Scotia Department of Energy and
Utilities and Review Board (UARB) have direct jurisdiction over energy policy. Other agencies may be
involved in other generation methods (e.g. NS Environment for dams, NS Natural Resources for
biomass, etc.).
Related ICSP
Solution Areas
Regional
Indicator(s)
Total energy consumption in each community (GJ)
Total renewable energy production (GJ)
Community-wide greenhouse gas (GHG) emissions
12
11
[105]
R9 Solid Waste Management
Description
Municipalities regularly cooperate on a local level to manage solid waste. Most of the South Shore is
managed through Solid Waste Resource Management Region 6, while Yarmouth is in Region 7.
These Waste Regions are combined provincial/municipal bodies. Reducing and effectively managing
solid waste is a balance of education and regulation to influence behaviour. Municipalities need to
continue to cooperate on the practical & infrastructure aspects of waste management and strive for
continuing improvements. Regional cooperation on education and awareness initiatives may also be
effective and partnerships for policy development and influencing policy at higher levels of
government will also be important in achieving long term sustainability in waste management.
Justification for
Regional
Approach
There is an economy of scale in cooperating regionally on solid waste management.
Provincial
Involvement
The Province is a partner in this solution area. The Province governs waste production (new limit is
300 kg/per person). The Resource Recovery Fund Board (RRFB) has jurisdiction over this area and is
a quasi-provincial agency.
Related ICSP
Goals
Regional
Indicator(s)
Solid waste production per capita
Waste to landfill per capita
Percentage diversion
R10 Transportation Alternatives
Description
Development of regional transit systems, active transportation infrastructure and other alternative
transportation options to connect regions and communities is essential to ensure sustainable access to
employment, social services, health care, education and recreation opportunities. We must recognize
and plan for the challenge of increasing fuel costs and changing demographics, which may make
current transportation models (for example, our dependence on personal automobiles) less viable.
Justification for
Regional
Approach
This solution area is regional in nature because improved efficiency and effectiveness is expected by a
regional approach. Regional cooperation between municipalities in the design and delivery of
transportation solutions is a best practice demonstrated elsewhere in Nova Scotia and Canada.
Regional cooperation between municipalities in transportation solutions provides the links that keeps
community boundaries fluid, allowing the social and economic interaction that prevents isolation and
protectionism.
Provincial
Involvement
The Province will be a partner in most actions taken within this solution area. Both the Provincial and
Federal governments provide funding for transportation initiatives.
Related ICSP
Goals
Regional
Indicator(s)
Percent of commuters using Active Transportation, transit or municipally facilitated transportation
programs
Overall transportation program ridership.
Related ICSP
Actions
MP-21, MP-29 and RP-11
6
7
[106]
R11 Water Quality Protection
Description
Protecting water quality for residents of both urban and rural areas requires a collaborative effort
between municipal and provincial governments. There is a need for better management of watershed
areas (both natural and protected, in developed and undeveloped areas) in order to make sure clean
water is available to all our residents. The necessary work will include developing better land use
planning, restricting or encouraging different kinds of resource activities (everything from mining to
recreation), and setting standards for ongoing water quality monitoring. Collaborating regionally
ensures a consistent approach to the issue and facilitates cooperation with the Province, which will
enable us to better protect this important resource.
Justification for
Regional
Approach
This solution area is regional in nature because natural watersheds cross municipal boundaries and
often water supplies for urban areas are located in rural municipalities.
Provincial
Involvement
The Province has jurisdiction over this solution area, but municipal governments have a role to play in
protecting water quality through land use restrictions, acquiring water use permits and working with
local communities to ensure high water quality, for example through monitoring and education efforts.
Related ICSP
Solution Areas
Regional
Indicator(s)
Level of pollutants in watershed areas.
Biological indicators of water quality (e.g. macro invertebrate counts, fecal coli form counts, etc.).
Proportion of natural and protected watershed areas protected by land use by-laws.
2