Eighteen Nova Scotia innovators who show strong leadership and drive community growth and prosperity, have been selected as finalists for the 2011 Celebrating Communities Conference and Awards.
There were 58 entries in six categories: youth leadership, volunteer achievement, social enterprise, community development, collaboration and client service.
It isn’t easy for people with physical or mental disabilities to engage in the communities where they live. In some cases, they face barriers in terms of a lack of services or supports (i.e., transportation) to find and maintain employment. In other cases, the barriers are social stigmas about people with disabilities, which limit opportunities and effectively shut them off from the public. SASI is the one and only organization that is dedicated to helping people living with disabilities participate in their communities in the Shelburne region. The organization operates under the ‘Personal Outcomes Measures’ philosophy, where the focus is on the goals of each individual, and not on creating goals for them. To that end, SASI has opened residences, offices and social enterprises in Barrington Passage, Shelburne and Lockeport to serve people with disabilities, helping them achieve a level of independence never before possible.
Thanks to SASI’s supervised independent living residences and programs, there are many people with disabilities in the Shelburne area who are finally able to live on their own, yet able to access support and supervision when they need it. Meanwhile, its social enterprises are providing meaningful employment opportunities to people with disabilities, in some cases for the first time in their lives. The Barrington Passage location has a bakery, laundry and office cleaning services. Shelburne has those services in addition to specialty engraving and crafts. And the Lockeport location operates a café and retail shop where handmade quilts and hooked rugs are created. The money that clients earn through these endeavors is helping them to maintain their independence in the community, while giving them a new sense of confidence and self-worth. In fact, SASI provides employment to 60 individuals, making it one of the largest employers in the area, and at least one client has gone on to start her own business. In buying and revitalizing buildings for its offices and social enterprises, it has become a major driver of economic revitalization in the Shelburne area. More importantly, by integrating people with disabilities into the communities through recreational activities, volunteering and employment, SASI is helping to eliminate negative stereotypes about their capabilities.
SASI is the only organization of its kind serving people with disabilities in the communities of Shelburne, Lockeport and Barrington Passage. Previously, moving to residences as far away as Bridgewater or the Annapolis Valley were the only options for some SASI clients to receive the support or services they needed. Now, people with disabilities can stay in the communities where they live and be near their families without over relying on them. SASI is also the first business in the Shelburne area to adopt green technology, installing solar panels to lower their operating costs.
Traditionally, Mi’kmaq people with disabilities had to leave the communities where they were born and raised to access essential services that all Nova Scotians are entitled to. This meant they were removed from support networks – family and friends – and their language and culture. Recognizing that a sense of community has a fundamental role to play in the wellbeing of all individuals, Grand Chief Ben Sylliboy (We'koqma'q), his sisters - Margaret Poulette and Theresa Cremo – and Tom Gunn formed the Mawita’mk Society in the early 1980s. Their goal was to build a community home and supported apartments in the Whycocomagh area. It took more than 20 years, but finally, in 2007, Ni'kinen (which means our house in Mi'kmaq) opened its doors. The facility can support 5 people who require 24-hour care (four live there now), its Supported Apartment Complex can house up to 5 individuals (two live there now), and there is one person who visits the facility through a day program.
The most important outcome of the Mawita’mk Society is that it has brought people with disabilities back to Whycocomagh, restoring them to the community where they were raised, and to the people they know and love. The facility is also open to anyone from the Mi’kmaq Nation who is living with disabilities, which means they can receive assistance in the culture and language that is their heritage. In this way, Mawita’mk is an opportunity to escape societal stigmas related to disabilities in an environment that is supportive, nurturing and grounded in Mi’kmaq traditions. The home has created jobs in the community, providing full and part-time employment for 11 individuals, all but two of whom are We'koqma'q band members. The society is now working to develop a social enterprise for aboriginal people with disabilities. This is significant in that employment opportunities for people living with disabilities are difficult to come by. The new venture will sell beadwork that is being created by a resident and the proceeds will be used to plan special outings and gifts for those who live in the home.
This community home and supported living facility is thought to be the first one of its kind, which meant there were no templates to follow in its creation. The prime movers behind this initiative took it upon themselves to develop the vision and see it through to fruition. In doing so, they have created a template for other First Nations communities that want to follow their lead. The planned social enterprise will also be the first of its kind in any First Nations community.
Studies make it clear that most young people who have been in conflict with the law will proceed to worse levels of crime without some form of intervention. The impacts of their crimes have negative ramifications not just in their lives, but the lives of their families and society as a whole. For these reasons, it is important to provide them with opportunities to turn their lives around, yet there have been few programs available to young offenders to help them make that change. In 1998, CEED launched its Second Chance Program to help youth become positively contributing citizens in their communities. Through the program, they discover how to use the entrepreneurial skills they gained through illicit activity – conducting transactions, customer service, etc. – to form real businesses that serve the community, or to build a successful career.
Since it launched, 121 individuals have participated in Second Chance. Ninety eight of these individuals have graduated, while 23 have received participation certificates. In total, 81.5% of known participants are employed. Approximately 48% went on to post-secondary education and 9.2% are seeking education and training. And CEED estimates that 17 Second Chance participants are self-employed. The program has maintained a recidivism rate of 8% - which is significantly lower than the national average (37.1%). This means, fewer young people in conflict with the law and lower crime rates, making for a safer society. Graduates of the program are now contributing to their communities in positive ways, such as supporting their families and starting businesses that create employment. Moreover, the contributions they are making to their regional economy are now positive ones, and they have more options for what they can do with their lives that will lead to continued success.
Though based on a similar initiative in London, England, the program was most likely the first of its kind offered in Atlantic Canada. At the time, youths in conflict with the law had few organizations or programs to turn to if they wanted to make a change in their lives, and those that did exist did not have the entrepreneurial focus that Second Chance does. The other aspect that makes the program innovative is that it affords every participant a degree of respect. By engaging with participants and getting to know them through ongoing dialogues, they start to develop a sense of self-respect and confidence, and find positive role models they want to emulate.
Accessing essential services in rural communities isn’t easy, particularly for low-income families. This is true in Cumberland County, where residents typically had to choose between going to Amherst for assistance and going without. Thus outreach is vital for ensuring people get the support they need, when they need it, where they live. For 17 years, Carolyn D’Entremont has been working to do just that. She is the current executive director of Maggie’s Place Family Resource Centre, which delivers programs in Amherst and throughout the county free of charge. Programs run the gamut from support for parents to POP UP (Pre-School Outreach Program Utilizing Play). This initiative, which is offered five days a week in eight communities from September through June, is made possible through the support of the Chignecto Central Regional School Board, the Cumberland YMCA, the St. James Presbyterian Church, and the Dr. Carson & Marion Murray Community Centre.
Under D’Entremont’s direction, Maggie’s Place has become an important resource for everyone in Cumberland County. The programs it offers are building capacity, social contacts and self-confidence in communities that are very isolated, resulting in improved health and quality of life. There are many examples of the impact D’Entremont and Maggie’s Place have had over the years. Preschoolers participating in POP-UP have an opportunity to socialize, have fun and learn skills that put them on the path to succeed in school that would otherwise not be available in their communities. Meanwhile, their parents have been able to access counselling and support through POP-UP to address a variety of issues, such as addiction, in their communities. D’Entremont has also led the launch of several programs to address needs in the region. One offers families tokens they can use to buy milk for their infants if they have no money for formula or access to a local food bank. Another program covers the costs of dental and health care for low-income families with children over the age of 10 who aren’t covered by MSI. And the partnerships she has forged with other community organizations and agencies have resulted in enhanced delivery of essential services in the region.
D’Entremont is an individual motivated by the requirements of the community. And she has worked hard to ensure that Maggie’s Place keeps pace with those requirements. Once focused on programs for children up to age six, Maggie’s Place began offering programs for teens when D’Entremont realized their needs weren’t being met. She has an uncanny ability to find and secure sources of funding for new programs, and a knack for making limited resources and budgets address the degree of need, however great.
The health benefits of an active lifestyle are well known to everyone. Yet inactivity has reached epidemic levels among Nova Scotia’s children and youth. For example, more than 90% of grade 11 students are not active enough for proper development and health. In light of such data, several Annapolis Valley organizations came together with an idea: by exposing teens to the benefits of physical activity, and engaging them in training, they could encourage teens to get their peers moving and participate in activities beyond traditional sports such as hockey or soccer. Supportive adults were identified in high schools and communities to get the ball rolling, and that led to the launch of BaM!,
Launched in Annapolis County in 2009, the BaM! concept has spread to schools throughout the entire valley over the past two years, including Clare and Argyle. Students, inspired by a series of conferences, have formed Youth Action Teams at participating schools. These teams are implementing a variety of programs and plans to encourage fellow students to be active, with support from their schools and the community through Annapolis County Recreation Services. To date, students have led lunchtime intramural activities, hosted workshops on zumba, breakdancing and circus arts, and launched an afterschool skating program for grades 10-12. In Bridgetown, youth have offered related activities in the park during summer months. In short, young people are creating opportunities to be active in communities throughout the valley, and incenting their peers to get involved.
In the past, attempts to encourage physical activity were typically done in isolation by each municipal recreation department. But this undertaking brought together a wide range of organizations with a youth focus, from the Annapolis Valley Regional School Board to the RCMP. The result is that BaM! can draw on these resources to raise its profile and engage more people in its efforts to increase youth activity. BaM! is also unique in that it is youth who are developing the plans and encouraging other youth to get active. And the focus is on activities such as breakdancing where there are few barriers – cost, equipment, complexity – for youth to participate.
People living with mental and physical disabilities often have a hard time finding and keeping employment in the community. This is the challenge that gave rise to Affirmative Industries. Formed in 1991, this nonprofit organization assists individuals with mental and physical disabilities to achieve economic independence. To that end, it has created and operates three social enterprises that offer employment and workplace training to clients so they can go on to hold jobs in the community. Affirmative Industries also has a 10 unit apartment building for people with mental illness. All tenants contribute $5-10 monthly to a savings plan that they can eventually draw from for goals such as buying a house or going back to school.
Each year, 80 people participate in Affirmative Industries’ 12-week comprehensive training program which covers all the bases of finding and keeping employment (e.g., preparing a resume, staying motivated on the job). Training takes place through its social enterprises – Pet Stuff on the Go, Neighbourhood Dollar Plus and Mort’s Convenience – giving clients hands-on experience in essential skills from handling money to serving customers. To date, Affirmative Industries has maintained a 97% success rate for those who have moved into community paid employment, and clients are earning equal pay for equal work, ensuring them a better quality of life. Affirmative Industries’ apartment units have provided safe, affordable housing for people with mental illness, which is essential for engaging in the community and facilitating ongoing treatment. Through the savings plan, which is supported by Affirmative Industries and the Nova Scotia Department of Community services, they are gaining financial literacy and the means to achieve goals and keep moving forward in life. Affirmative Industries also partnered with the Nova Scotia Community College to offer ACEE where students with disabilities have a transition year to explore work options, post-secondary education and volunteers opportunities. And it participated in a CPP-D Pilot Program, serving 11 individuals who had been out of the workplace for many years to help them move toward community employment and/or volunteer opportunities.
Affirmative Industries is thought to be the only organization to combine housing and employment in its efforts to serve clients with physical and mental disabilities. It continues to challenge the belief among employers that the work of an individual with physical or mental disabilities is not of equal value in terms of wages. And through the apartment unit savings plan, it is ensuring that people with mental illness not only become financially literate, but also have the means to achieve their goals as their needs and lives change and they gain more independence.
The community of Cheticamp was grappling with several issues. For one, the community’s last fishing plant was slated for closure, jeopardizing employment. The community’s development organization was bankrupt and the fate of its assets was unclear. They included La Pirogue, a fisheries museum that had been idle for approximately five years, and a waterfront boardwalk and parking lot that had fallen into a state of disregard and disrepair. Several entrepreneurs and merchants came together to discuss the situation, and approached local fishermen to see if they could somehow purchase the fishing plant to keep jobs in the community. From those humble roots, the CEC was born. Its mission is to improve the quality of life in Cheticamp by supporting, uniting and developing the region’s business community.
One of the licensed fishermen approached by the CEC found partners willing to buy the plant. It continues to provide employment for 150 people from the region, preserving jobs that would have been lost if the plant had closed. The CEC negotiated to take over the boardwalk and parking lot from the bank, preventing them from being sold to and developed by private interests from outside the community. There are now yoga and arts programs being offered at the Boardwalk, which has been upgraded and maintained, making it a popular community destination. Through negotiations with several parties, it rescued La Pirogue and placed it in the hands of the Harbour Authority. Now, a building that had been neglected for five years is becoming the community’s business centre, as organizations rent office space. The CEC also led the creation of the Gypsum Mine Trail, which created work for local contractors and gave residents more opportunities to be active and enjoy the natural beauty of the region. And it has created a 20-year plan to guide community development in Cheticamp, setting out a vision and path for continued growth.
What is unique about the CEC is the level of interest and support demonstrated by the business community, and residents in general. At the outset, there were people who were skeptical as to what the CEC could accomplish. Yet its success in finding parties to take over the fish plant was a decisive factor in changing minds. Being as Cheticamp is not a town with a mayor, it acts as a kind of council, meeting with businesses and residents to talk about projects, as such government plans to build a new bridge, to make sure there is consensus on how community development will occur. Finally, though the CEC may negotiate for ownership of assets, such as the Boardwalk, the intent is to sell them to community minded organization to operate them. That way, the CEC can stay nimble and continue to identify and take on other community development initiatives.
In a world where fast food appears to be an inexpensive option for low income families, how do you encourage people to adopt a healthy diet and habits? That is the challenge that faced registered dietician Jessie Jollymore. She knew the important role that nutrition plays in setting kids on the path to a long and successful life, but saw few programs delivering information and assistance on how to eat healthy in North End Halifax. She also recognized that the community lacked programs to engage youth and equip them with the skills and experiences to assume control over their destinies, which meant youth were at risk of getting into conflict with the law. In 2007, she established The North End Community Garden so young people and their families could learn about nutritional choices by growing food in their community. This led to the creation of a social enterprise, Hope Blooms, a salad dressing that the youth produce and sell.
To date, the youth involved in producing Hope Blooms salad dressing have sold 1100 bottles. In fact, demand was strong that Jessie pushed for funding to build the province’s first greenhouse. This will allow youth to grow herbs and produce the product year-round. Proceeds from sales of the dressing are being placed in a scholarship fund that all participants can access to pursue their educational goals, and 10% has been earmarked for philanthropic work that will benefit the community. The sense of pride participants experience has been so infectious that the number of youth involved in the project has grown rapidly from nine to forty since it began. Youth participating in the project not only understand the value and fundamentals of making healthy nutritional choices, they are learning entrepreneurial skills that will put them on the path to success in life. Families in the north end of Halifax have also learned that it is easy to grow their own vegetables and eat healthy. And the success of this initiative it has inspired one Black Business Initiative board member to start similar garden projects in Glace Bay and Yarmouth.
Hope Blooms may be the only program of its kind available to inner city youth in Halifax. It is giving young people hands on experience with gardening and running a social enterprise that otherwise would not have been available to them. The business aspect is particularly unique in that participants are transforming the herbs they grow into a marketable product that is in demand. It is teaching a new generation the fundamentals of food security – availability and access – but more importantly, youth are learning the importance and fundamentals of how to maintain a healthy diet.
For years, famers in Pictou County had no practical way to sell produce and meat to the community. You could go to individual stands, but for many residents, this was time consuming and impractical. Sensing that there was a strong demand for locally produced goods, the farmers of the region held a series of meetings with the town of New Glasgow, the RDA and the Department of Agriculture about creating a new farmer’s market. From these meetings, the New Glasgow Farmer’s Market Cooperative took shape, and in the summer of 2008, the collective launched a pilot season to see if there was enough demand to sustain an ongoing market.
First-day turnout was more than 1,000, and the market has continued to thrive since then, drawing an average of 400 visitors every Saturday. The success of the market has been such that the Cooperative realized it needed a permanent home, and a dome was built along the New Glasgow River in 2010, which generated work for contractors in the region. Farmers and artisans have benefitted because the market has given them a venue to sell their goods, thus raising their profile and generating more income. Nearby retailers have reported increased sales because there is more traffic in downtown New Glasgow on Saturday mornings. The market is also drawing tourists to the area, which means more revenue for local hospitality operators. The Cooperative has created employment in the community by hiring a Market Manager to support producers on market day. And Cooperative members have the opportunity to participate in and guide the direction of the market, to ensure it continues to benefit them and the community, giving them a sense of ownership and pride in the initiative.
What makes the Cooperative, and the market, unique, is that it is a true product and expression of community spirit. It is local producers coming together and gaining strength in numbers, but it also gives them a venue to promote and sell their products directly to the community where they live and work. For residents, it is more than an opportunity to supporting local business: it is a way to socialize. And the money that consumers spend stays in the community, which results in benefits for everyone.
C.O.R.D. (Clare Organization Representing Persons with Disabilities)
Healthy communities are inclusive communities. Yet individuals with disabilities often face considerable barriers to being active in the places where they live, particularly in rural areas. Sometimes, it’s a lack of programs and services to meet their needs. In other cases, they face negative stereotypes about what they are able to do. Since 1993, C.O.R.D. has been a dynamic advocate for people with disabilities in the community of Clare. It has launched awareness programs to shift mindsets and taken on issues such as building accessibility and Special Olympic endorsements. As an affiliate of the Nova Scotia League for Equal Opportunity, it has lobbied for funding for transportation, wheelchairs and self-managed care programs. And it has been looking at other programs it can deliver so that people can engage with and live independently in Clare.
C.O.R.D. programs and initiatives have had a major impact on the lives of people with disabilities in Clare, particularly the establishment of Le Transport de Clare. Launched in 1996, it offers affordable transportation to persons with disabilities, seniors and those who are disadvantaged. Now run as a separate society, the service continues to ensure clients can travel freely around the neighbourhood to run errands or get to work. In the wake of its success, C.O.R.D. has made its first foray into social enterprises with Snack Attack, a company that supplies snacks to eleven businesses in the Clare area. The venture employs people with disabilities, and they deliver snacks with assistance from Le Transport de Clare. The first employee was a woman who had never before held a job, and the experience had opened doors for her in the community while demonstrating that disabilities are not a factor in doing a job well. Currently, C.O.R.D. is launching a new venture called the Odd Job Squad. It will match skilled people with disabilities with businesses and individuals who need various tasks done. The payment structure will be based on quality of work, not hourly, to ensure fair pay for the effort.
C.O.R.D. is innovative in that there really wasn’t any organization like it serving Clare when it was created. With Le Transport de Clare, it launched the province’s first community based transportation program, and it proved so successful that it has been adopted in 10 other places across the province. The Snack Attack marks the first time that a social enterprise has been offered in the community, and that has created employment for people with disabilities. C.O.R.D. continues to consult with clients to ensure the services and programs it delivers best meets their needs, making it a very client-centred organization.
People living with mental and physical disabilities often have a hard time finding and keeping employment in the community. This is the challenge that gave rise to Affirmative Industries. Formed in 1991, this nonprofit organization assists individuals with mental and physical disabilities to achieve economic independence. To that end, it has created and operates three social enterprises that offer employment and workplace training to clients so they can go on to hold jobs in the community. Affirmative Industries also has a 10 unit apartment building for people with mental illness. All tenants contribute $5-10 monthly to a savings plan that they can eventually draw from for goals such as buying a house or going back to school.
Each year, 80 people participate in Affirmative Industries’ 12-week comprehensive training program which covers all the bases of finding and keeping employment (e.g., preparing a resume, staying motivated on the job). Training takes place through its social enterprises – Pet Stuff on the Go, Neighbourhood Dollar Plus and Mort’s Convenience – giving clients hands-on experience in essential skills from handling money to serving customers. To date, Affirmative Industries has maintained a 97% success rate for those who have moved into community paid employment, and clients are earning equal pay for equal work, ensuring them a better quality of life. Affirmative Industries’ apartment units have provided safe, affordable housing for people with mental illness, which is essential for engaging in the community and facilitating ongoing treatment. Through the savings plan, which is supported by Affirmative Industries and the Nova Scotia Department of Community services, they are gaining financial literacy and the means to achieve goals and keep moving forward in life. Affirmative Industries also partnered with the Nova Scotia Community College to offer ACEE where students with disabilities have a transition year to explore work options, post-secondary education and volunteers opportunities. And it participated in a CPP-D Pilot Program, serving 11 individuals who had been out of the workplace for many years to help them move toward community employment and/or volunteer opportunities.
Affirmative Industries is thought to be the only organization to combine housing and employment in its efforts to serve clients with physical and mental disabilities. It continues to challenge the belief among employers that the work of an individual with physical or mental disabilities is not of equal value in terms of wages. And through the apartment unit savings plan, it is ensuring that people with mental illness not only become financially literate, but also have the means to achieve their goals as their needs and lives change and they gain more independence.
In a world where fast food appears to be an inexpensive option for low income families, how do you encourage people to adopt a healthy diet and habits? That is the challenge that faced registered dietician Jessie Jollymore. She knew the important role that nutrition plays in setting kids on the path to a long and successful life, but saw few programs delivering information and assistance on how to eat healthy in North End Halifax. She also recognized that the community lacked programs to engage youth and equip them with the skills and experiences to assume control over their destinies, which meant youth were at risk of getting into conflict with the law. In 2007, she established The North End Community Garden so young people and their families could learn about nutritional choices by growing food in their community. This led to the creation of a social enterprise, Hope Blooms, a salad dressing that the youth produce and sell.
To date, the youth involved in producing Hope Blooms salad dressing have sold 1100 bottles. In fact, demand was strong that Jessie pushed for funding to build the province’s first greenhouse. This will allow youth to grow herbs and produce the product year-round. Proceeds from sales of the dressing are being placed in a scholarship fund that all participants can access to pursue their educational goals, and 10% has been earmarked for philanthropic work that will benefit the community. The sense of pride participants experience has been so infectious that the number of youth involved in the project has grown rapidly from nine to forty since it began. Youth participating in the project not only understand the value and fundamentals of making healthy nutritional choices, they are learning entrepreneurial skills that will put them on the path to success in life. Families in the north end of Halifax have also learned that it is easy to grow their own vegetables and eat healthy. And the success of this initiative it has inspired one Black Business Initiative board member to start similar garden projects in Glace Bay and Yarmouth.
Hope Blooms may be the only program of its kind available to inner city youth in Halifax. It is giving young people hands on experience with gardening and running a social enterprise that otherwise would not have been available to them. The business aspect is particularly unique in that participants are transforming the herbs they grow into a marketable product that is in demand. It is teaching a new generation the fundamentals of food security – availability and access – but more importantly, youth are learning the importance and fundamentals of how to maintain a healthy diet.
Bridgetown Regional High School Climate Change Committee
Five years ago, Carsten was one of several BRHS students who viewed the Al Gore documentary An Inconvenient Truth. That viewing led to school and student discussions about climate change and what could be done about it. A grade 8 student at the time, Carsten and his schoolmates saw an opportunity to make a difference and formed the Bridgetown Regional High School Climate Change Committee. Since then, the Committee, which is comprised of junior and senior high school students, has promoted environmental activism and consciousness not just among students and teachers, but also in the community and globally. In addition to keeping environmental issues front and centre, and creating forums for discussing them, the group is raising funds for organizations such as WWF Canada and Amnesty International.
Since its launch, the BRHS Climate Change Committee has held several Bridgetown Energy Forums to help people in the community reduce their carbon footprint. This year, they have held four forums, bringing in experts to share ideas and tips on a variety of topics from the emerging concept of transition towns, where local communities are encouraged to plan for climate change and peak oil, to building a small scale affordable solar energy system. The Committee has also held concerts, featuring student and local bands, donating the proceeds to the WWF. And the Committee has partnered with groups such as the Clean Annapolis River Project, rallying students to participate in efforts to protect and preserve the environment. Through its advocacy and fundraising efforts, the Committee is helping to shape future leaders, as student see that they can have a voice and influence on issues such as climate change.
Though it began at school, the Committee was launched by students, not by teachers or faculty. Their continued commitment and ongoing efforts to address the challenges of climate change reflect a strong degree of awareness and maturity on this issue. Moreover, they have managed to grow the Committee over the past five years to the point where it is essentially self-sustaining, and a new generation of students is ready to continue the work of Carsten and his colleagues, who have recently graduated. This self-perpetuation aspect is particularly notable for a youth-driven initiative.
It was the opportunity of a lifetime: the Hants North Rural High Drama Club discovered in 2009 that it would represent the province at the August 2010 Edinburgh Festival Fringe. Billed as the largest arts festival in the world, students had a chance to demonstrate their talents on an international stage. But they faced two challenges. They not only had to create an original work to debut at the festival, they also had to find a way to cover the $90,000 for travel and accommodations. Though they had developed and staged their own works before, there was doubt in the community and even among the club members that they could raise the funds to participate. But the students persevered and were able to debut their play, The Sheriff’s New Duds, in Edinburgh.
Perhaps the most important impact was experienced by the drama club students. In raising the money they needed to participate, they learned a wide range of fundamental skills, from event planning and fundraising to marketing and public speaking, all of which will enhance their employability as they begin their careers. Furthermore, the drama club students gained a sense of accomplishment and pride, not only because they achieved their fundraising goal in the face of skepticism, but also because they got to represent their community and province at such a prestigious, high-profile event. Their achievements have served as an inspiration to younger students at the school, who are already planning to be part of the Festival five years from now. School faculty and staff overcame initial skepticism and provided invaluable support to the students in raising funds, as did parents and local residents, who took pride in the accomplishments of these young people. And the students’ efforts have led to greater awareness of and stronger ties between communities throughout Hants County.
The fact that a school drama club could raise money, create an original play and participate in an event such as this is innovative in itself. But for a school drama club to do so in a rural area is very unique, particularly given the skepticism they faced in the school and the community. Where others would have seen barriers, the students saw opportunity and pursued their goal. Their willingness to take on a challenge others might have shied away from made a dream a reality and demonstrated leadership and initiative every step of the way.
Studies by EGALE suggest that 70% of youth are bullied daily, and the brunt of that is experienced by young people who identify themselves as lesbian, gay, bisexual, transgender and queer (LGBTQ). Over half of LGBTQ youth are the subject of lies and rumors, as compared to one in 10 young people who are straight. Meanwhile, 75% of LGB students and 95% of transgendered students say they feel unsafe at school, versus 20% of straight students. In light of such data, the efforts of individuals like Aaron Stevens are important. The 16 year-old student is working to ensure LGBTQ youth feel happy and safe in their schools and communities. A co-chair of the Youth Project’s Youth Board, he is involved in MOSAIC, his high school’s Gay/Straight Alliance (GSA) to raise awareness and funds for local organizations. He has re-written the Youth Project’s GSA Manual, which helps students set up their own GSAs in their schools. He serves on the GSA Network committee, which connects GSAs across the province. And he organized the Youth Project’s provincial GSA Conference, Making Noise, in 2010.
Through his volunteer work, Aaron has helped LGBTQ youth across Nova Scotia, particularly in rural communities, access assistance and find their voice to express their concerns and needs. He has become the face of the GSA and has led the effort to promote and bring this alliance to all provincial high schools so youth can come together, connect, support one another and express themselves in a safe and nurturing environment. In speaking to students and rewriting the Youth Project’s GSA manual, he is giving students the resources, knowledge and skills to advocate for themselves, and to make their schools safe environments. Under his leadership, Making Noise became one of the most successful events in the history of the Youth Project, and he inspired many youth in attendance to start GSAs in their own schools. His efforts to promote the Youth Project’s annual Queer Prom set a record for attendance this year (215), which pushed the limits of the facility’s capacity. And he is working on an anti-bullying effort that will look at the roles played by homophobia and transphobia.
For LGBTQ youth, there is a great personal risk involved in advocacy work on the topic of bullying. So much so that few have traditionally taken on that work out of concern for their safety. The fact that Aaron is willing to speak out and reach out despite having experienced the negative impacts of homophobia says a lot about his character and his bravery. He is an individual who instinctively takes the needs and concerns of others into account, always emphasizing inclusion. He sees a future where people are accepted as they are, and he is working to bring everyone into that vision, never letting obstacles stand in his way. His optimism, insight and openness in the face bullying is an inspiration to everyone he meets.
During the summer of 2011 in preparation for the Celebrating Communities Conference and Awards, 19 videos were filmed across Nova Scotia of the finalists who were nominated for the Community Excellence Awards. (www.celebratingcommunities.ca)
Awards are presented in six categories (Youth Leadership, Social Enterprise, Collaboration, Client Service, Volunteer Achievement, Community Development) as well as a Life Time Achievement award. Finalists were selected for their dedication and success in Community Development initiatives throughout the province. The videos present the highlights of the nominees work and the Fun Moments reel is a collection of some of the great energy and humour that makes the work all the more meaningful.
In the 1930s, brothers Bernardin and Clarence Comeau of Saulnierville turned to the sea to fish lobster so they could support their parents and their family of 10 children. Since lobster season ran from December to May, they were looking for something else to do in the summer months. In 1946, they built smokehouses to produce various types of smoked herring for specific international markets. Around this same time, they also began producing salt fish and dried fish.
In 1957, Bernardin wanted to start scallop fishing on Georges Bank, so he had his first wooden scallop boats built by A.F. Thériault et fils in La Butte. Scallop fishing quickly became a stable pillar of the company. Under Bernardin’s skilled management, Comeau’s Sea Foods repeatedly adapted to changes and market demand by developing a wide range of products now sold in North America, Europe and Asia. Today,Comeau herring, prepared in 38 different ways, accounts for a large percentage of the company’s sales. Since the 1990s, in another production sector, Comeau’s valueadded products are meeting demand from a refined market.
Comeau’s Sea Foods has always been a family business. Marcel took over from his father as president in 1981. Since the company was founded, father and son have taken part in many discussions about development and the direction of the Atlantic fisheries. With sustained growth throughout its 65 years, the company has always been known for the superior quality of its products and for its willingness to do everything necessary to ensure sustainability of the resource. Through all these years, Comeau’s Sea Foods has sustained the economy of Southwestern Nova Scotia in several ways, but especially by building trust in a steady, reliable local work force.
The Digby area has experienced slow economic growth in recent years, and a decline in job opportunities. A call centre and local saw mills also closed, putting hundreds in the region out of work. Tourism has been a staple for the local economy for more than a century, but it too has experienced declines. Increasingly, communities are seeing niche tourism as a way to bring in visitors by creating a connection with a group that has a particular interest. Neil Pothier has been a prime mover on this front. After attending several bike rallies, he determined that Digby was as well suited as any place to host one of its own. He and some colleagues who were also bike enthusiasts founded the Wharf Rat Rally in 2006. This would be a new type of bike rally, one that was family oriented and open to all cycle enthusiasts, even bicycles. All that was needed was to bring the community onside and to spread the word to cycle enthusiasts at rallies across Canada and the US.
The Wharf Rat Rally has become the biggest summer event in the history of the community. Held in September, it has grown quickly and now brings a substantial number of visitors to the Digby area outside peak tourism times. The most recent available figures show 23,000 bikes registered for the event in 2009 and an attendance of more than 80,000 people, and that means revenue for local retailers and hospitality providers. Initial anxiety in the community about a gathering of this nature has given way as residents have come to embrace the event and the opportunities it creates. The Rally also led Neil and his colleagues to form the Digby Country Riders Motorcycle Club, which is focused on giving back to the community wherever there is a need, such as participating in fundraisers.
Where other event developers go ahead with plans and then get community support, Neil and his colleagues were determined to get community support before getting started. They engaged the community, listened to concerns and worked to allay them. This proactive approach, which is quite rare, has been the key to the rally’s success and ensured community buy-in. Perhaps the best evidence of this buy-in is the fact that people in Digby opened up their homes to shelter attendees and bikes when Hurricane Earl made camping out impractical in 2010. Neil and his colleagues have thus established Digby as a bike-friendly community, and that has encouraged enthusiasts to visit the area all year long.
Over the past ten years, several major employers in Weymouth closed their doors, including the Irving-owned Lewis Saw Mill, which put 308 people out of work. The result was a serious economic downturn for the community, and questions were raised about how it could survive. It was these events that inspired Rod Lefort to take action. A man known for saying ‘I just do what needs to be done,’ he brought together people from the community to create Team Weymouth, an incorporated body dedicated to maintaining and increasing community development. That lead to the formation of the Weymouth Waterfront Development Committee, which Rod chairs. The Committee has been working to bring new life to the downtown area through beautification and business attraction efforts. And it is just one of the many organizations in Weymouth that Rod is involved with.
Under Rod’s guidance, the Waterfront Development Committee has had some impressive successes. It has attracted Nova Plastics, a packaging company to the community, which means new jobs for residents. It also spearheaded the construction of a new facility that can accommodate up to three manufacturing companies. Local contractors and suppliers were engaged in this project, which meant jobs and revenue for them. A new public library is slated to be built on the waterfront next to Sissiboo Landing, the community’s heritage and cultural centre. And the old library will become an interpretative centre for New France, a progressive settlement founded by a wealthy French aristocrat in 1892 that had electricity approximately 30 years before surrounding communities. Rod is involved in this project, which will help boost tourism when completed, bringing more revenue to the region. Rod has also had an impact on the community as chair of the Weymouth Athletic Association, provides funding and organizational support to community sports. More than ensuring access to programs that keep residents active, Rod in this capacity was instrumental in having the Weymouth Natal Day/Canada Day celebrations moved to the local cricket field, resulting in a more inclusive, centralized community event.
Essentially, it is Rod’s approach to community involvement. His attitude is that ‘no is not an answer’ and there are no barriers. His determination is such that he finds a way to make the vision become the reality. His approach to winning people over is also inspired in that he is a quiet talker. That way, he draws people in, compels them to listen to what he has to say, and persuades them to lend their support to his efforts. He is also quick to give credit to others for their work, insisting that their contributions are more important than his.
Every community needs champions – people who see an issue, or a wrong that they can address. In North Preston, Morton Simmonds has been such a champion for more than 50 years, getting involved in a wide range of initiatives, activities and volunteer organizations. Wherever there has been a need, he has stepped in to fill it. Concerned about youth in conflict with the law, the former correctional offer pushed for the creation of the Morton Simmonds Educational Scholarship. It covers tuition and books for African Nova Scotian and First Nations Students enrolling in the Correctional Workers’ Program at the Nova Scotia Community College. He made a gift of an acre of land to the Charles Taylor Hall Theatre Society, in partnership with the Preston Arts Centre. He is the VP of the CHAMA Society, which is helping refugees and immigrants with Malaria and HIV/AIDS settle into Nova Scotia communities. And he has been involved in several initiatives to engage seniors in the community, among other volunteer activities and organizations.
Morton Simmonds’s dedication to serving his community has had a profound impact on the quality of life of residents in North Preston, and beyond. For example, each year his scholarship puts two individuals on the path to a rewarding career in the correctional system. He has also intervened with at-risk youth, changing their perceptions by introducing them to role models who took charge and made their own opportunities, even in the face of considerable challenges. People who have worked with Simmonds say that 56% of youth in North Preston now have a positive outlook on life thanks to his efforts, and they believe they can achieve success. Because he stepped up and donated land to the Charles Taylor Hall Theatre Society, African Nova Scotians now have a stage to tell their stories and develop their dramatic talents. Through his work with seniors, Simmonds has helped reintegrate them into the community an age when many would normally be shut in and inactive. And his work with CHAMA has been invaluable in that he has helped many new arrivals quickly become integrated into Nova Scotia’s communities by driving them around for groceries, or to sign up their kids for school.
Morton is a humble individual who serves his community with humility. He readily gives his time and support to any organization or project focused on community development. More than that, he is a man of action, taking up causes and resolving issues to ensure that no one is ever subject to any form of injustice or discrimination. And he has built strong ties that span demographics, organizations and geography to make things happen. In an era when people are less likely to get involved, Simmonds’s level of commitment and his willingness to take the lead are increasingly rare.
