Transcript Slide 1

Identifying Gaps in Local
Community Economic
Development Capacity
in Atlantic Canada
Erin Edmundson · Jean-François Frenette
1
Overview
• Literature Review
• Fieldwork
– Communities visited
• Results & Discussion
– Common themes
– Recommendations
2
CED Definitions
Community
Economic
Development
Community
Economic
Development
Capacity
Community
Economic
Development
Capacity Building
“CED is a process, not
an end in itself. It
provides a forum for
which interested parties
can join together in
partnership arrangement
to create new jobs and
promote economic
activity in a well-defined
economic area.” (Savoie,
2000)
CED capacity is the
ability to promote
economic activity by
coordinating and utilizing
the assets available
within one’s community.
Assets are not only
economic, but natural,
social, human, political,
cultural, built and
financial in scope.
“[Increasing] the capacity
of the community to
establish and sustain a
viable local economy. It
enhances a community’s
ability to respond to
economic change and
fosters the integration of
economic, social and
environmental
objectives.” (Conference
Board of Canada, 2000)
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ACOA & CED
ACOA Community
Pan-Atlantic
Development Vision & Framework for
Outcome
Community
Development
Scope of work Research and
Analysis
“ACOA’s vision is to create
viable and sustainable
Atlantic Canadian
communities that have the
resources and capacity to
take full responsibility and
accountability for their own
economic development.”
“Improved community
economic infrastructure and
strategic planning capacity
leading to greater
employment opportunities
and economic growth in the
Atlantic Region.”
• Best practices in
Community Development
with an emphasis on policies
and programs targeting
economic development in
various communities.
• Gap analysis of
community development
capacity and programs at
work in Atlantic Canada.
• Identify the key elements to
be included in a Community
Development framework for
Atlantic Canada.
“The primary focus of the
framework will be to ensure
that ACOA investments
through all funding streams
work together to support the
ongoing work of communities
and the region in achieving
strategic economic
development goals.”…” to
ensure a cohesive, holistic,
integrated approach to
investments with the flexibility
to respond to regional and
community differences.”
4
Literature Review
CED Capacity Key Elements
“Community Capitals: A Tool for Evaluating Strategic Interventions and Projects”
5
Flora, Emery, Fey and Bregendahl
Literature Review
Capital
CED Capacity indicators
Human
Skills and education, volunteerism
Social
Leadership, collaboration
Political
Elected officials support/help
Natural
Natural resources, landscape
Cultural
Values, heritage, celebration
Built
Infrastructure, buildings
Economic
Economic health/circumstances
Financial
Access to capital, tax base
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CED Capacity Gaps?
CED Capacity Gaps
“The missing elements communities need to
reach their full CED potential.”
The following represent
examples of CED capacity gaps:
• Strategic planning
• Collaboration
• Infrastructure
• etc.
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Methodology
Fieldwork
• Communities Studied
– Community Categories
– Community Selection
• Interviews
– Community Profiles
– CED Capacity
– CED Capacity Gaps
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Communities Studied
Category
Number
Category
Communities
1
Rural/Remote Community/
Suffered Economic Shock
Borden-Carleton,
Grand Manan,
St. Anthony
2
Rural/Remote Community/
No Economic Shock
Woodstock, Tignish,
Antigonish
3
Rural Community Adjacent to
Urban Area/Suffered Economic
Shock
Sydney Mines
4
Rural Community Adjacent to
Urban Area/No Economic Shock
Bouctouche
5
Francophone Community
Tracadie-Sheila,
Chéticamp
6
Aboriginal Community
Millbrook, Conne River
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Communities Studied
Category
Number
Category
Communities
1
Rural/Remote Community/
Suffered Economic Shock
St. Anthony
2
Rural/Remote Community/
No Economic Shock
Tignish
3
Rural Community Adjacent to
Urban Area/Suffered Economic
Shock
Sydney Mines
4
Rural Community Adjacent to
Urban Area/No Economic Shock
Millbrook
5
Francophone Community
Tracadie-Sheila
6
Aboriginal Community
Conne River
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Communities Studied
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Community Category 1
St. Anthony, NL
• CED Success Stories
• CED Capacity
• Identifying CED Gaps
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St. Anthony, NL
Key Success
Factors
Community
Capacity Gaps
Economic
Performance
from 1996-2001
• Innovation
• Committed groups
• Paid CED
Manager
Capital
CED Capacity
evidence
Human
Increasing skills base
• Communication
• Limited leaders
• Youth
• Rivalry between
communities
Social
Council and SABRI
dedicated to CED
Political
Strong town council
Natural
Northern NL—easy
worldwide shipping access
Cultural
L’Anse au Meadows
Built
Cold Storage, wharf
• Earnings
increased ~ 32%
• Unemployment
rate changed from
17.6% to 17.4%
Economic Community quota
Financial
~$1.5M annually from
shrimp royalty
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Community Category 2
Tignish, PEI
• CED Success
• CED Capacity
• Identifying CED Gaps
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Tignish, PEI
Key Success
Factors
• Tignish Initiatives
Corporation
• Co-operatives
• Tignish Centennial
Arena
Community
Capacity
Gaps
• Research/Planning
• Regional thinking
• CED umbrella
• Skills development
Economic
Performance
from 19962001
• Earnings decreased
~7%
• Unemployment rate
changed from 16.2%
to 17.6%
Capital
CED Capacity
evidence
Human
Leadership, paid manager
Social
Co-operatives, collaboration
Political
Municipal government
Natural
Fishing, Irish moss, wind
energy
Cultural
French/Irish, Catholics,
heritage
Built
Coastal drive
Economic
Service centre, locally
owned businesses
Financial
Government funding, Credit
Union
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Community Category 3
Sydney Mines, Cape Breton, NS
• CED Success
• CED Capacity
• Identifying CED Gaps
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Sydney Mines, NS
Key Success
Factors
Community
Capacity
Gaps
Economic
Performance
from 19962001
• Sydney Mines
Renewal Association
• Sydney Mines
Heritage Society
• Community Centre
• Knowledge of
government
programs
• Community groups
skills development
• Strategic planning
and collaboration
• Earnings increased
~13%
• Unemployment rate
changed from 26.2%
to 21%
Capital
CED Capacity
evidence
Human
Volunteers
Social
Leadership, community
groups, partnerships
Political
MLA, CBRM
Natural
Fossils, mining history
Cultural
Museum, annual festival
Built
Revitalized infrastructure
Economic High business survival rate
Financial
Funding (ECBC, CBCEDA)
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Community Category 4
Millbrook, NS
• CED Success
• CED Capacity
• Identifying CED Gaps
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Millbrook First Nations, NS
Key Success
Factors
• Band Council
Initiative
• Trust in Band
Council
• Location
Community
Capacity
Gaps
• Mentorship
• Skills development
• Planning
Economic
Performance
from 19962001
• Earnings increased
~20%
• Unemployment
changed from 10.9%
to 18.2%
Capital
CED Capacity evidence
Human
Skills level is increasing as
many youth attend postsecondary
Social
Innovative Band Council,
Community buy-in
Political
Innovative Band Council
Structure
Natural
Near Halifax International
Airport, Located on HWY102
Cultural
First Nations Heritage
Built
Truro Power Centre,
wharf/fishing boats
Economic
Many partnerships with Power
Center businesses
Financial
Large annual profit reinvested in community
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Community Category 5
Tracadie-Sheila, NB
• CED Success
• CED Capacity
• Identifying CED Gaps
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Tracadie-Sheila, NB
Key Success
Factors
• Shareholders
grouping
• Development
Agencies
• Tourism and Culture
Community
Capacity
Gaps
• Strategic planning
• Information sharing
• Limited volunteer
base
Economic
Performance
from 19962001
• Earnings increased
~19%
• Unemployment rate
changed from 17.9%
to 16.5%
Capital
CED Capacity
evidence
Human
Leadership, skills
Social
Community groups,
collaboration
Political
Municipality, MLA
Natural
Fisheries, forestry,
beaches, rivers
Cultural
Acadian, heritage, festivals
Built
Infrastructure, industrial
park
Economic Regional service centre
Financial
Government funding,
investors
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Community Category 6
Conne River, NL
• CED Success
• CED Capacity
• Identifying CED Gaps
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Conne River, NL
Key Success
Factors
Community
Capacity
Gaps
Economic
Performance
from 19962001
• Leadership
• Skills and education
• Cultural & traditional
values
• Cultural
understanding
• Band regulations
• Area population
declining
• Tourism
Infrastructure
• Earnings increased
by ~3%
• Unemployment
changed from 39% to
44%
Capital
CED Capacity
evidence
Human
Skills and education
Social
Strong leadership, band
council, community
cohesion, collaboration
Political
Band accountability,
Federal support
Natural
Fisheries, outfitting,
aquaculture, nature park
Cultural
Powwow grounds, Arts &
Exploration Centre, Crafts
Built
Community services
Economic Low band unemployment,
high average income
Financial
Ability to access funding,23
band owned businesses
Results & Discussion
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Overall Success Factors
Capital
CED Capacity Elements
Human
Skills & Education: post-secondary institutions,
entrepreneurship spirit; Volunteerism
Social
Leadership: Committed groups, innovation, paid CED
manager; Partnerships; Cooperatives
Political
Support from all levels of government; Government led
initiatives
Natural
Location: Tourism traffic, transportation corridor or isolation;
Natural resources: fisheries, forest, wind, parks
Cultural
Tourism & Heritage opportunities: Festivals, museums
Built
Revitalized infrastructure: roads, sidewalks, Internet access
Economic Service centre; Market forces; Strong industries
Financial
Funding: access to capital, investors, Credit Unions
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Overall Gaps
Capital
CED Capacity Gaps
Human
*Skills development: Labour force, CED practitioners; Outmigration of youth
Social
*Planning: strategic planning, research; *Funding:
understanding the funding system, applying for funding;
*3C’s; Limited volunteer base;
Political
*Funding: Renewed funding
Natural
N/A
Cultural
N/A
Built
*Infrastructure
Economic N/A
Financial
Funding: Tax base, *No paid CED manager
*Gaps which fall under ACOA’s mandate
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BUT…
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Atlantic Canadian Successes
Leadership
– All communities have
groups or individuals
dedicated to CED
– New ideas have brought
prosperity to many Atlantic
Canadian communities
– The presence of a paid
CED manager guarantees
dedicated hours toward
CED
Location
– Those communities on a
transportation corridor have
a opportunity to use their
strategic location to their
advantage
Other
– Entrepreneurial spirit has
created many opportunities
for economic growth
– Through fostering healthy
partnerships, many groups
can learn from each other
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Atlantic Canadian Gaps
Strategic Planning
– Many have Regional
Strategic Plans, but few at
the community level
3C’s
– Between CED groups
– Between groups/
communities and REDO’s
– Between communities and
other surrounding
communities
Out-migration of Youth
– Few students are returning
to their rural homes after
post-secondary
Volunteers
– Limited volunteer base,
causing many volunteers to
sit on multiple boards and
committees
Few Paid CED Managers
– Limited communities had a
paid CED manager
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Remote Communities
Rural/Remote/Shock (1)
Rural/Remote/No Shock (2)
(a) Successes
(a) Successes
1.
1.
Leadership
– Committed Individuals/Groups
– Paid CED manager
– Innovation
2.
– Committed individuals/groups
– Paid CED manager
2.
– Tourism traffic
1.
Funding
– Applying for funding
2.
3.
4.
Out-migration of youth
Limited volunteer base
Skills development
Location
– Service centre
– Transport corridor
– Tourism traffic
Location
(b) Gaps
Leadership
(b) Gaps
1.
2.
3C’s
Planning
– Strategic planning
3.
Infrastructure
– Labour force
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Adjacent Communities
Rural/Adjacent/No Shock (4)
Rural/Adjacent/Shock (3)
(a) Successes
(a) Successes
1.
1.
Leadership
– Committed groups/individuals
– Committed groups
2.
Community cohesion
2.
Planning
– Strategic planning
2.
3.
4.
5.
Funding
– Applying for funding
3C’s
Out-migration of youth
Location
– Service centre
(b) Gaps
1.
Leadership
(b) Gaps
1.
2.
3.
Out-migration of youth
Limited volunteer base
Planning
– Strategic planning
4.
3C’s
Skills development.
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Atlantic Canada Community Profiles
• Search by Regional Map
• Search by Region
• Search by Community
Region
Community
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Please select province
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New Brunswick
Chaleur
Please select region
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Chaleur
Please select community37
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39
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Belledune, N.-B.
Next
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Belledune, N.-B.
Find community category
Etc.
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Community Category
Belledune, N.-B.
Rural/Urban Adjacent
Shock: Yes
Similar communities
Sydney Mines
(77.2%)
Community “X”
(64.9%)
Etc…
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Community Capacity
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Community Capacity
Submit
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Individual Communities
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Gaps
l
Cu
ltu
ral
Bu
ilt
Ec
on
om
ic
Fin
an
cia
l
tur
a
Na
al
liti
c
Po
cia
l
So
an
Capacity
Hu
m
Level
Individual CED Capacity Successes and Gaps Model
Example: Community “X”
Types of Capital
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Considerations
Of the communities studied:
• Almost all communities lack volunteers and the burden always
seems to fall on the same people.
• Almost all successful communities have found their identity and built
upon it.
• Half of the communities with REDO’s have not developed their own
independent CED groups.
• One third of the communities have been successful in recycling
assets through CED projects.
• Communities with a paid CED manager seem to have a better
understanding of CED.
• Most communities (or groups) struggle with the funding process.
• Furthermore, when assessing CED capacity gaps:
– The needs of Francophone communities do not appear to be different
than those of English speaking communities
– The needs of Aboriginal communities may go beyond those of other
communities
• Limitations: Need for more comprehensive research
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Community Informants
Recommendations
– Make the funding application process more userfriendly and educate community leaders, CED groups
and other potential users on the programs available.
– Provide facilitators to communities to teach CED
groups about strategic planning, etc.
– Provide funding for projects for more than one year.
Sometimes a year isn’t long enough for projects to
stand on their own.
– Avoid cookie cutter approaches to CED.
– Assist with “sister communities”– pair struggling
communities with a similar successful community.
– Invest in access to training programs for CED
practitioners.
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Community Informants
Recommendations continued…
– Rethink the 10% contribution from small communities
who have goals, visions, plans.
– Try to align requirements of provincial governments
and ACOA to avoid duplication (often many similar
studies have to be completed for each government
level, but one document is not transferable to each).
– Increase level of relationship with other two levels of
government when developing and/or delivering
programs.
– Try to reduce the number of projects that have to
focus on bettering the environment—projects that
don’t damage the environment should be considered
too.
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Recommendations
1.
2.
3.
There are a number of Capacity Gaps in Atlantic
Canada that ACOA could focus on. These include:
Communication, Cooperation, Coordination; Planning;
the Funding Process; Lack of Volunteers; Skills
Development.
CED capacity in Atlantic Canadian communities should
be assessed using a model that would allow for a more
systematic approach. This could help focus on
strengths, identify gaps, and tailor approaches to
communities’ specific needs.
A clearer role for the REDOs’ responsibilities in CED
capacity in Atlantic Canada is required.
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Conclusions
Remember each community is unique, and its individual
characteristics must be taken into consideration
– How do we approach CED strategically, while keeping this fact in
mind?
There is a need to assess CED groups’ capacity before and
after they receive funding (during funding as well)
– How should this be addressed without incurring further “red
tape”?
Communities find it difficult to know where to turn to for
funding
– How do we educate the public (groups involved in CED) about
CED programs available?
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Conclusions continued…
Many communities would like to increase their volunteer base
but few have specific plans in place
– Can ACOA encourage participation in CED groups (through leadership
skills development, mentorship programs, etc.)?
Most capacity gaps are found in social capital
– What should ACOA’s role be in developing the capacities necessary for
CED development outside of financial, economic and built capacities?
Many communities identified political capital as an important
element in CED capacity
– What is the appropriate role for political players in building CED
capacity?
Many government departments should be involved in building
the capacity of communities
– How should ACOA coordinate its capacity building initiatives with
others?
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