Canadian Rural Partnership
Rural Dialogue
CANSO COMMUNITY DIALOGUE
Community Sustainability:
The Power of Heritage, Pride and Persistence
Rural Dialogue Summary Report
Canso, Nova Scotia
September 21-22, 2005
Publication # 10047E
© Her Majesty the Queen in Right of Canada, 2005
For further information on the Rural Dialogue,
please call 1-888-781-2222 (toll-free number).
This report is a summary of discussions that took place at the Canso Community
Dialogue on Community Sustainability, held in Canso, Nova Scotia, on September 21-22, 2005. No limits were placed on the participants during the presentations and
discussions. In order to present a true report of the free-ranging discussions,
recommendations made by participants that fall outside federal jurisdiction are also
included. Views expressed do not necessarily represent those of the Government of
Canada.
The Canso Community Dialogue was part of the Rural Dialogue, an ongoing, two-way
discussion between the Government of Canada and Canadians from rural, remote and
northern regions. Launched in 1998, the Rural Dialogue is a key, citizen-engagement
component of the Canadian Rural Partnership (CRP). The CRP is designed to support a
horizontal approach to rural development within the Government of Canada that
responds to rural, remote and northern priorities. The Dialogue process helps the
Government of Canada to understand local and regional priorities, and provides rural,
remote and northern citizens with an opportunity to influence government policies,
programs and services that affect them.
The 31 participants in the Canso Community Dialogue included representatives from
community-based organizations, and from municipal, provincial and federal
governments. Provincial and federal departments were represented by members of the
Nova Scotia Rural Team.
The coastal Town of Canso, population 900, serves the Canso Peninsula, population
2,000, at the eastern point of mainland Nova Scotia. The Canso Islands have been a
centre for European fishing and fur trading since the 1500s. The Mi'kmaw First Nations
fished around the islands for at least 1500 years prior to that. By the early 1700s, Canso
was a colonial New England fishing station and the commercial heart of Nova Scotia.
The Canso settlement was destroyed in the spring of 1744 by an expedition from the
French Fortress Louisbourg.
Today, Canso is an example of a small, coastal community struggling not just for
survival but for prosperity in the face of formidable odds. Their situation reflects the
transition that many natural resource dependent communities are dealing with.
Downturns in the fisheries, frequent closure of the fish plant and limited seasonal
employment over the past 15 years resulted in a high rate of out-migration and near
bankruptcy of the Town.
Facing a substantial deficit, the citizens of Canso recently voted 84% (with a 74%
turnout) to maintain their status as a town rather than join the surrounding Municipality of
the County of Guysborough. With a new mayor and council making difficult decisions,
they have turned their deficit into a surplus in less that a year. The Town has just
completed a five-year Strategic Plan based on value-added fisheries products, building
on existing businesses such as the 50 seat Doppleganger Call Centre, creating new
businesses based on heritage and tourism, and investing in renewable wind energy.
Canso is the home of the Stan Rogers Folk Festival which attracts 10,000 visitors during
the first weekend in July and will be celebrating its 10th anniversary in 2006.
The Nova Scotia Rural Team, as part of its Community Engagement Strategy, makes a
point of meeting citizens face-to-face in their own rural and coastal communities in order
to gain first hand knowledge of their issues, priorities, challenges, and accomplishments.
Mayor Ray White invited the Nova Scotia Rural Team to Canso to meet the dedicated
and committed citizens who are working very hard to keep their rich heritage alive.
Mayor White, his Council and the people of Canso went out of their way to welcome the
Rural Team members and make their stay informative and enjoyable.
In the context of community sustainability, the following questions were used to guide the
presentations and discussions over the course of the two-day Community Dialogue:
- What are the greatest challenges or risks facing Canso?
- Which of the challenges or risks should be priorities for governments?
- What actions should governments take to address the priorities?
- What should be the role of the community?
- What results do you expect from governments over the next three to five
years in regard to the priorities you have identified?
A number of the important issues that were raised during this event are linked to the
following Government of Canada priorities identified in the February 2004 Speech From
the Throne:
- support regional and rural socio-economic development, increase opportunities to add
greater value to natural resources, and develop energy resources;
- provide long-term funding for infrastructure to support quality of life and sustainable
growth of communities;
- safeguard the natural environment and halt the damaging impact of human activity on
climate as it is vital to Canada's health, economy and competitiveness; and
- improve the living conditions and quality of life of seniors through increased income
payments, and address their health needs.
The results presented will help guide the future actions of the Government of Canada in
support of rural communities and will contribute to the ongoing development of the
proposed National Rural Framework (NRF). The over‑arching goal of the NRF, a
framework to facilitate federal, provincial and territorial collaboration on rural issues, is to
ensure the long-term viability and sustainability of rural communities by creating an
environment in which communities and citizens have access to improved social and
economic opportunities.
The NRF is based on five areas of focus that affect community sustainability. The issues
and priorities discussed at this event are presented under the relevant areas (section 4
of this report).
3. THE NATIONAL RURAL FRAMEWORK'S (NRF) FIVE AREAS OF FOCUS
Sustainable Livelihoods
A range of activities, economic and social, that enable citizens to support themselves
and their communities in the long-term and through changing circumstances.
Shared Environmental Stewardship
Recognition by governments and communities that all must share in the management,
as well as share the benefits of our natural resources and healthy environment.
Innovative Approaches to Infrastructure
Innovative, appropriate and effective means of planning, building, operating and
maintaining physical, social and knowledge-based infrastructure that takes into
consideration the rural context.
Engaged Population and Institutions
The active participation and collaboration of all citizens and their institutions in decisions
that affect their community.
Demographic Adaptation
The ability of a community to accommodate, on an ongoing basis, the impacts or effects
of changes in population, economics and services.
4. ISSUES RELATING TO THE NRF'S AREAS OF FOCUS
The issues and priorities discussed at this event focussed on all five areas of focus:
Sustainable Livelihoods; Shared Environmental Stewardship; Innovative Approaches to
Infrastructure; Engaged Population and Institutions; and Demographic Adaptation.
Proposed actions and solutions that could address the issues discussed are also
included in this section.
4.1 Sustainable Livelihoods
4.1.1 Economic Development
Participants indicated that the importance of the fisheries to rural and coastal
communities should be recognized by the federal and provincial governments for its
economic, social, environmental and heritage values.
They advised that the fisheries in Guysborough County is a $50 million industry (landed
value of mainly snow crab, lobster and herring roe). This industry is alive and well and
moving fast in becoming more competitive by adopting hi-tech solutions (e.g. 3-D bottom
imaging, satellite navigation, modern fishing gear and processing equipment), and
utilizing global trade and marketing techniques.
Participants expressed that Fisheries and Oceans Canada (FOC) continues to download
fisheries infrastructure, management and research onto community-based fisheries
organizations. They added that the Government of Canada should provide adequate
resources for the community-based management of the fisheries.
4.2 Shared Environmental Stewardship
4.2.1 Conservation Efforts
In the view of the fishers, major problems exist with the Oceans Act and the Eastern
Scotia Shelf Integrated Management Initiative. Fishers feel like they are losing control of
the process and losing their voice at the table as more and more stakeholders (e.g. oil
and gas, shipping, tourism, underwater cable interests and non-fishery communities) are
added to the decision-making bodies. Governments and fisher communities should
better collaborate towards a mutual agreeable solution.
4.2.2 Natural Resource Management
According to the fishers, there remains a wide gap between FOC policy, enforcement
and the reality of fishing. There is an unfair treatment of non Aboriginal people and unfair
distribution of quotas. Governments should acknowledge the differences between the in-shore and offshore fleets. Participants indicated that national leadership is required and
that the Government of Canada should champion the development of a National
Fisheries Policy.
4.3 Innovative Approaches to Infrastructure
4.3.1 Strategic Planning and Partnerships
The Town of Canso and the Eastern Communities Development Association, with the
Extension Department of St. Francis Xavier University, prepared a five-year (2005-2010)
Canso and Area Strategic Plan. Governments could support and provide assistance for
the following strategic priorities over the next five years:
- expand existing businesses, and create and attract new businesses (e.g. a
manufacturing project, a waterfront development initiative, and value-added fish
processing);
- enhance existing tourism attractions and events and create new ones along with
the supporting infrastructure, marketing and communications plan for the interpretation
of the trans-Atlantic underwater cable history within the community, improved signage,
waterfront cottage development, and continued development of the Grassy Islands
National Historic Site;
- community capacity building - build on existing assets; engage all community
members; strengthen existing community-based organizations; increase youth
engagement, mentorship and leadership development in local governance; and
organize speaker series on community development;
- ensure physical infrastructure to support the above - for example, a ferry from
Canso to Isle Madame to bring more tourists; and
- ensure essential and prioritized services to support the above and maintain
education services in town.
4.3.2 Physical Infrastructure
It was noted that fishers feel they are losing their access to the sea with the loss and
deterioration of small wharves and harbours. As such, governments should provide
resources for the construction and maintenance of this essential infrastructure for
coastal communities.
Participants expressed that Transport Canada is forcing small boat owners (less than 40
feet) to conform with safety regulations designed for larger ships at great expense to the
inshore fishers. They added that Transport Canada should work with the inshore fishers
to review the regulations and their relevance to small boats.
4.4 Engaged Population and Institutions
4.4.1 Collaborative Relationships
Participants mentioned that community sustainability requires a high degree of
collaboration, a team approach and on-going support from all levels of governments.
The federal and provincial governments should continue to support an
intergovernmental team approach to long&8209;term community economic growth and
stability.
Team Guysborough, comprised of representatives from community development
organizations and from municipal, provincial and federal governments, is a catalyst for
change and serves as a resource, advisory and consultative body. It acts locally as a
liaison between federal and provincial departments and agencies and community-based
development organizations in the Guysborough County. The Atlantic Canada
Opportunities Agency and the Government of Nova Scotia's Office of Economic
Development are key, active players on-site and are committed to the development of
Guysborough County.
Participants expressed there is diversity of interests, skills, experience and cultures
within the fisheries. Some are represented by the Guysborough County Inshore
Fishermens Association, some by the Canso Trawlermen's Co-operative and others are
independent. Governments should be aware of and understand the complex
relationships, and be flexible in their responses.
They also indicated that fishers should be involved early in the planning, policy
development and program design stages and provided ways to constructively exchange
ideas and suggestions through on-going dialogue.
4.4.2 Citizen Engagement
Participants advised that community volunteers are stretched to their limits and are
facing imminent burn-out. There is an urgent need for a full-time development officer to
co-ordinate volunteer resources and to write proposals. Governments could assist with
providing long‑term funding for the position.
4.5 Demographic Adaptation
4.5.1 Youth
Canso youth were consulted during the recent strategic planning exercise on their views
on the strengths, weaknesses of their community and on what would improve their lives
in the community. The following summarizes some of the key issues youth raised during
this consultation:
- Canso is losing its youth due to limited educational and employment opportunities, lack
of services for special needs, and lack of recreation, arts and cultural programs.
- Youth want more and better facilities and programs from governments to address their
needs for better equipped schools and improved health care services.
- Youth suggest keeping the solutions simple - "simplicity sells" - be creative and focus
on sustainable livelihoods.
- Youth have good ideas, give them a voice, they want to have their opinions valued -
extend personal invitations and make them feel welcome.
- Governments should focus on youth leadership development and support young
entrepreneurs.
- Young people are beginning to see a positive attitude change towards youth within the
community.
4.5.2 Aging Population
Participants mentioned that the small, indigenous African Nova Scotian community of
Lincolnville in Guysborough County is losing population. It is down to 74 people at
present and 70% of those are over the age of 65. The community and governments
should work together to address the needs of this small community. Some of the issues
and challenges being faced include the following:
- illiteracy among the senior population (e.g. many cannot read and follow directions on
their medications);
- lack of transportation (e.g. seniors cannot get groceries and to doctor appointments);
- volunteer burn-out is a serious problem;
- unemployment is excessively high.
On the positive side the community relocated and restored 28 gravesites in an historic
Black Loyalist graveyard in response to coastal erosion, and completed their community
hall, park and playground.
5. CONCLUSIONS AND NEXT STEPS
Overall, the participants of the Canso Community Dialogue were very satisfied with the
event, and indicated that all their expectations had been met, some even exceeded.
However, a few participants felt that more time should have been allowed for questions
and discussions.
After several years of closures of the fisheries, intermittent fish plant operations and out-migration of youth and skilled workers, Canso is on the road to recovery. The townsfolk
have forged their vision through a Strategic Plan and demonstrated vitality in initiatives
such as: the StanFest, the Call Centre, the renewal of value-added fisheries products,
and a wind energy project.
The community's priorities for the future are:
- Business development and innovation
- Tourism attractions and events
- Capacity building for community-based planning, management and ownership
- Physical infrastructure to support community development
- Provision of services to support community development
One of the key messages relayed by participants was that the Team approach -
involving citizens (including youth), community-based organizations and all levels of
government - is a necessary part of the long‑term solution.
Date Modified: 2005-12-06
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