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2004 NATIONAL RURAL CONFERENCE
WORKBOOK
Acrobat Portable Document Format (.pdf) (28 pages 285 KB) Download the Acrobat Reader
Introduction
The 2004 National Rural Conference is part of the Government of Canada's ongoing
dialogue with rural Canadians about challenges and opportunities facing their
communities. Since 1998, more than 16,000 people have participated in the Rural
Dialogue, a citizen-engagement initiative led by the Rural Secretariat in
partnership with other federal departments and agencies.
Participants at the previous national rural conferences held in Magog (2000) and
Charlottetown (2002) discussed actions to address a number of priority issues.
They also delivered strong messages about the need for:
- better communication and collaboration among all players; and
- more awareness and flexibility around differing local circumstances.
This year's conference in Red Deer, Alberta, builds on the ideas and conclusions
from these and other Rural Dialogue events under the theme, Taking Action for
Sustainable Rural Communities. We will focus on successful community actions
in five areas:
- community capacity building;
- entrepreneurship;
- infrastructure;
- youth; and
- northern issues.
These five subject areas were explored and validated at a series of roundtable
meetings with rural stakeholders in selected communities across Canada during
the past year. The views and opinions of more than 200 community leaders were
sought and are reflected in this workbook.
Our aim is to better understand what rural communities across Canada are doing
to remain viable and to chart a future that is economically, socially and
environmentally sustainable. What's working? What challenges and barriers
remain? What are the priorities for action at the community level? How can
governments foster and support these local efforts? How can communities and
governments work more effectively together? These are topics that will be
explored at the 2004 National Rural Conference.
Purpose of the Workbook
This workbook is intended to encourage discussion at the Conference. It provides
background on the five subject areas we will be discussing, and sets out the
kinds of questions which will be considered in the Discussion Workshops on
Friday, October 22. You will have the opportunity to participate in two of these
Discussion Workshops.
Your input is important to us. Please take a few minutes to read this workbook
and reflect on how you would answer the questions at the end of each section.
Once you decide which of the Discussion Workshops you would like to attend,
indicate your top three preferences on the enclosed sheet and either fax, phone or
e-mail this information to our Registration Coordinator.
Please bring the Workbook with you to the Conference so you can refer to your
notes during the Discussion Workshops.
How Your Input Will Be Used
Sharing your experience and perspectives will help other participants and inform
government leaders and officials and help them to understand your community's
needs and aspirations. Federal, provincial and territorial ministers responsible for
rural development are encouraging the development of a National Rural Policy
Framework; the discussions at the National Rural Conference will contribute to
their collective efforts to foster viable and sustainable rural communities.
Following the Conference, a report will be prepared summarizing the main
observations, conclusions and implications for communities and governments.
The Rural Secretariat will share this report with its federal, provincial and
territorial partners, as well as with Conference participants, media and other
interested groups and individuals.
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Regional Roundtables
Between July 2003 and March 2004, regional roundtables
on the theme, Rural Communities as the Cornerstone,
were held in: Peterborough, Ontario; Prince Albert,
Saskatchewan; Dawson City,Yukon; Port Alberni,British
Columbia; Iqaluit, Nunavut;Yellowknife, Northwest
Territories;Val D’Or, Quebec; New Liskeard, Ontario; Sackville, New Brunswick;
Truro, Nova Scotia; Peace River,
Alberta; and Louiseville,Quebec. Additional stakeholder
roundtables are scheduled to take place in Manitoba,
Prince Edward Island and Newfoundland and Labrador
prior to the National Rural Conference.
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"Taking Action for Rural Communities"
Rural, remote and northern communities across Canada are taking action to
plan and secure their future. While each community is unique, many face
similar challenges in terms of declining populations, job losses in key
industries, and closures of schools and hospitals. Others are dealing with
encroachment from expanding urban centres or growth that is outstripping
local infrastructure and services. Many rural communities are adopting
strategies to successfully meet these challenges, as well as to take
advantage of new economic opportunities. Regardless of similarities and
differences, all communities must make choices when they set priorities
and invest their resources. This workbook describes some of these
challenges and possible community actions under the headings:
Community Capacity Building, Entrepreneurship, Infrastructure, Youth and
Northern Issues.
Community Capacity Building
A growing number of rural communities in Canada are preparing
themselves to better meet their respective economic and social
development challenges by employing an approach referred to as
"Community Capacity Building."
What is Community Capacity Building?
Community capacity building is a continuous process to develop local
leadership and encourage citizen participation in the development of the
community. It enables a community or region to:
- identify its strengths and weaknesses,
- mobilize internal and external resources to meet local challenges,
- develop strategies for effective action, and
- take advantage of emerging opportunities.
Community capacity building is a way of ensuring community
members have the necessary knowledge and skills to build individual
and collective self-confidence and to help fulfill community needs
through active citizen involvement.
Why is Community Capacity Building Important for Rural
Communities?
Community capacity building is not an end in itself. It is a way to
develop and harness a community's knowledge and talent in order to
maximize what it can accomplish. This applies to all aspects of
community well-being, including economic development, social
services, recreation and culture, and preserving a healthy natural
environment.
Key Elements
The most important aspects of community capacity building include:
Leadership Development - To thrive, communities need local leaders who
can motivate others, articulate a vision for the community, and bring
expertise to planning and implementing new initiatives.
Citizen Involvement - Having active citizen participation in community
activities is also critical, be it sports and recreation, business development,
charities, the arts, politics or local planning.
Effective Community Organizations - Communities need not only individual
leadership and citizen participation, but also community organizations that
can pursue local development goals on their own or in partnership with
others.
Open Communication - Engaging citizens and community organizations in a
meaningful way requires open and effective communication.
Centre Péninsule (NB) – Jobs, Pride
and Confidence through Community
Capacity Building
- Citizens initiated a community engagement
process.
- Built local consensus on a strategic
community plan.
- Secured private and public investments to
become a “smart community” and foster
socio-economic development.
- Built confidence to undertake $1.5M HRDC
initiative targeted at youth, rural development
and technology.
- Engaged the provincial government to be part
of the solution.
- Enabled the community to access additional
Atlantic Canada Opportunities Agency funding.
Contact Information: Charles-Edouard Landry,
Collectivité ingénieuse de la Péninsule acadienne
(CIPA), (506) 764-1030,
charles-edouard.landry@cipanb.ca
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Strategic Planning - To define a common vision, communities must
understand their strengths and weaknesses, identify opportunities and
barriers, set objectives and develop a plan of action.
Roundtable Feedback
In the regional roundtable consultations held over the past year, community
stakeholders discussed capacity building activities already underway in
their communities, as well as what they would like to see done. The
following are highlights of some of their observations and suggestions.
These comments do not necessarily represent the views of the Government
of Canada.
Roundtable participants cited the following community-level actions as
good starting points to develop community capacity:
- Invest in Leadership Development - Conflict resolution skills, board of
directors training and human resource management were identified as
key areas for building a community leadership base. Many suggested
leadership development should start with youth, and communities
should strive to develop mechanisms to actively involve youth in
community development decision processes.
- Encourage Volunteers - It was suggested that communities should
acknowledge the contributions and challenges experienced by
volunteers and take concrete steps to overcome these challenges so that
community leadership and volunteerism become more attractive arenas
of community involvement.
- Build a Knowledge Base - Information and knowledge are key ingredients to
decision-making at all levels. Communities should identify and use all
the knowledge resources at their disposal, both within the community
and externally. In particular, they may want to "map" community assets,
including both physical infrastructure (community landmarks,
transportation facilities, sewers, etc.) and social infrastructure
(community organizations, networks, key people, etc.). It is important to
tap into both formal and informal information structures, and to share
knowledge across communities. A good way to broaden the knowledge
and idea base for community development is to invite citizens to play a
direct role in the strategic planning process.
- Attract Immigrants - Communities can promote rural regions to immigrants
as a good place to live. Working cooperatively with community
organizations and government to create support structures and a
friendly and welcoming environment will help attract new Canadians to
rural communities. New Canadians often bring much needed
professional skills to a community, as well as new ideas and innovative
approaches.
- Explore Partnerships with Aboriginal Communities - Partnering with First Nations
and Inuit communities on opportunities for collaborative economic development can
provide enrichment through cultural exchange. Successful leadership development
models in First Nations and Inuit communities should be looked at by other rural
communities.
- Preserve Community Landmarks - Protecting and enhancing the
"fabric" or "building blocks" of a community, such as schools, community halls,
cultural facilities and heritage buildings, promotes a sense of belonging
and citizen allegiance. It also recognizes and celebrates the distinct
identity and diversity of each community.
Community stakeholders also commented on some approaches and factors that could
have a significant impact on the success of communities in implementing capacity
building initiatives:
- Bottom-up Approach - Community capacity building is
not something that can be imposed from outside or from above. It requires grassroots buy-in and community
participation in all stages of planning and development.
- Strong Leaders - To thrive, communities need local leaders who can motivate others,
articulate a vision for the community and act as catalysts in planning and
implementing actions.
- Inclusiveness - To effectively tap its human capacity, a community needs to include
all of its citizens (e.g. newcomers, women, seniors, Aboriginal people, Official
Languages minority communities and youth).
- Informed Citizens - Informing residents about community development initiatives is
essential to encourage participation and build consensus.
- Attainable Results - It is important that community development action plans be
realistic, implementable, and based on attainable results.
- Partnerships and Networks - Partnerships with other communities, businesses,
colleges, universities and governments provide additional skills, knowledge and
resources, and improve a community's chance of success.
Evolution of Communities Matrix –
The Community Futures of
Central Kootenay
This matrix identifies 10 different stages in the
evolution of communities. Among them are:
Conflict, Non-Cooperation and Paralysis Stages:
- Can’t accomplish anything, low self-esteem
and pride
- Can gather but not work together; no community
plan; lacks listening skills; lacks shared vision;
new issues cause crisis.
Coping, Simple Planning and Strategic Stages:
- Able to manage issues; little community
consultation.
- Some planning; chases funding without clear
needs or priorities; looking to other communities.
- More proactive; recognition of strengths and
weaknesses; strategically builds on assets.
Vision, Integration, Innovation and
Learning Stages:
- Proactive; follows through and updates
vision/plans; cooperation among community
groups.
- Shared decision making; commitment to constant
learning/improvement.
Contact Information: Mike Stolte, Centre for
Innovative and Entrepreneurial Leadership (CIEL),
(250) 352-1933, http://www.theCIEL.com,
mstolte@futures.bc.ca
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The following were among the suggestions for additional actions that would enhance community
capacity and contribute significantly to rural Canadian communities being more successful in
attaining their community development objectives:
- Adopt a Comprehensive Approach - Communities sometimes focus on some aspects of
capacity building, such as strategic planning, while ignoring other aspects like leadership and
skills development. All key elements should be included in order to be effective.
- Develop Planning Skills and Tools B Many different research and analytical skills and tools
are required to assess community capacity and develop a plan of action. Communities may
need assistance to acquire or develop the ability to:
- determine development readiness (an inventory of strengths and weaknesses);
- develop better resource management practices, and;
- identify economic opportunities and areas of comparative advantage.
It was suggested that governments should provide tools and data to assist communities in
identifying emerging trends and opportunities, and conducting detailed socio-economic
analysis.
- Continue to Enhance Intergovernmental Cooperation - By working together and in
partnership with municipalities, all levels of government can encourage a broad approach to
rural community development. In addition to economic development and social programs,
this could include guidance on preservation of culture, heritage and recreation. By adopting a
longer-term view of community development, government policies and programs could also
benefit community sustainability and resource management.
Resources
Community Development Handbook, A Tool to Build Community Capacity, Human Resources
and Skills Development Canada, http://www.hrsdc.gc.ca/en/epb/sid/cia/comm_deve/cdhbooke.pdf A Community Capacity Building Toolkit for Quebec's English-Speaking Communities,
Social Development Canada, http://www.sdc.gc.ca/asp/gateway.asp?hr=/en/hip/solmc/publications/toolkit/toc.shtml&hs=oxi
Building Communities from the Inside Out: A Path Toward Finding and Mobilizing a
Community's Assets, Asset Based Community Development Institute, Northwestern University,
http://www.northwestern.edu/ipr/publications/community/buildingblurb.html
Community Strategic Planning Overview, Rural Economic Data and Intelligence (REDDI),
Ontario Ministry of Municipal Affairs and Housing, http://www.reddi.gov.on.ca/redtool/default.jsp?lang=e&page=guide&sub=community#start
Community Planning and Capacity Building (links and resources), The Canadian CED Network,
http://www.ccednet-rcdec.ca/en/pages/links_1.asp
Colchester Immigration Partnership
“When we embrace diversity we attract innovation
and investment.”
- The Challenges: Aging population; out-migration;
skilled labour shortages; limited immigration
and retention.
- The Approach: Build infrastructure to meet
newcomer needs; attract families with connections
to community members; retain new families.
- Partners: 20 organizations including business
groups, colleges, government, other community
organizations.
- Strategy #1: Become a welcoming community:
immigrant surveys; employer surveys; language
training; community awareness events; recognition
of professional credentials; volunteer programming
and training.
- Strategy #2: Establish Newcomer’s Resource Centre.
- Strategy #3: Market Colchester Region.
- Strategy #4: Provide feedback on immigration
process.
Contact Information: Margot Begin, (902) 897-1029,
mbegin@corda.ca
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Questions
1) What activities are going on in your community that build capacity?
2) What's working well in your community to build capacity?
3) What else could be done?
Entrepreneurship
Business enterprises, including cooperatives, are a mainstay in the economic and social
viability of rural communities. Community encouragement and support for entrepreneurs
are essential to long-term economic development in rural Canada.
What is Entrepreneurship?
Entrepreneurship refers to the process of starting, developing and managing a business.
Entrepreneurship is usually associated with innovating and taking risks. It is a process
through which individuals and groups pursue opportunity, acquire and expend resources,
and create value through new enterprises.
Why is Entrepreneurship Important for Rural Communities?
Small and medium-sized enterprises generate employment as well as provide products
and services to local consumers and customers beyond their home community.
Entrepreneurship is particularly important in rural, remote and northern communities
where local access to products and services may be more limited than in larger centers,
and where there may be a desire to expand and diversify the community's economic
base.
Key Elements
The following are key components that create conditions for economic growth through
entrepreneurship:
Supportive Entrepreneurial Environment - Communities can create a supportive
environment through community awareness and recognition of the importance of
entrepreneurship.
Community Infrastructure - Being able to offer high-quality public services and
amenities will help a community attract and retain business.Physical facilities, the quality
and cost of utilities, availability of business support services and the impact of taxes and
regulations all have a bearing on whether a community is viewed as an attractive place
for businesses to locate.
Community Support Structures - Communities can offer assistance such as support
networks, mentoring opportunities, entrepreneurial training, micro-lending services and
market information.
Youth Entrepreneurship - Young people are often the agents of change in a
community. A focus on developing young entrepreneurs is an important aspect of
developing a climate in which new businesses can thrive and young people can create
employment for themselves and others.
Entrepreneurship in Rural Schools
Examples of 2004 winners of the Quebec
Entrepreneurship Contest (Student Division)
Raising Rabbits
Students in Bas-Saint-Laurent undertook a project to
raise and sell rabbits. This included: project financing,
day-to-day administration, breeding, feeding and care
of the animals, and product marketing.
Flagada
Students at Cégep de la Gaspésie et des Îles developed
information management software for analyzing energy
consumption and providing energy management tips.
Sacoutimi
Students in Rives-du-Saguenay designed, produced
and sold onion bags, scented place mats and flute bags
made from recycled burlap.
In 2004, the grand prize in the Business Division went
to Les Bergeries du Fjord in Saguenay- Lac St. Jean for
marketing three new types of sheep milk cheeses.
Contact information:
http://www.concours-entrepreneur.org
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Access to Capital - The ability to access capital is critical for new business projects and
expansion of existing businesses. Accessing capital requires a well-developed business
plan and the ability to inspire confidence among lenders and investors that the venture
can generate an acceptable return on investment.
Roundtable Feedback
In the regional roundtables held over the past year, community stakeholders commented
on rural entrepreneurship approaches, opportunities and needs. This section highlights
their observations and suggestions. These comments do not necessarily represent the
views of the Government of Canada.
Community leaders cited a wide range of actions communities are undertaking or could
undertake to support entrepreneurship, including:
- Foster Entrepreneurial Skills - It was seen as important to support the development
of entrepreneurial skills including the ability to assess risk, conduct cost-benefit
analyses, prepare business plans, make decisions, and communicate and market
effectively. Innovative or alternative problem-solving techniques were also cited as
valuable assets for entrepreneurs to acquire.
- Develop Regional Strategies - Having an overall business strategy will help a
community support entrepreneurs through good and bad economic cycles. Regional
strategies, developed in cooperation with neighboring communities, provide
opportunities to share costs, generate synergies and coordinate promotional efforts.
Tourism marketing is an example of the regional planning approach being
successfully applied in many parts of Canada.
- Promote Comparative Advantages - Rural communities should make concerted
efforts to promote themselves as viable areas for investment on the basis of their
competitive advantages (e.g. proximity to markets, lower real estate costs, lower
taxes, availability of human resources, tourism and recreational assets). It was
suggested that assessing economic development activities in other comparable
communities could provide rural communities with insight into their own strengths
and help them prioritize future activities and investments.
- Target Youth - Mentoring and apprenticeship programs are two approaches many
communities are using to encourage entrepreneurship among rural youth. Business
skills should be developed starting in secondary school or even primary schools.
- Create Centres of Excellence - Establishing centres of excellence in rural areas is
seen as a way to support entrepreneurial development. Building on local strengths
such as the community's natural resource base, centres of excellence can stimulate
value-added product research and develop new technologies to diversify commodity-based economies.
- Establish Joint Ventures with Aboriginal Communities - Participants noted that
joint investments with Aboriginal communities were a way to promote local
economic activity to benefit both communities and strengthen cultural connections.
Community stakeholders also commented on some approaches and factors they felt had a
significant impact on the success of communities in fostering business enterprises:
- Quality Services and Amenities - Access to business and social services,
infrastructure and other amenities is taken into account when entrepreneurs
decide to locate in a community. To the extent possible, communities need to
remove uncertainty in these areas in order to encourage investment.
- Community-level Decision Making - Many community leaders believe that
government programs would be more effective in supporting entrepreneurship
and innovation if there was more flexibility for community-level decision
making. Examples cited where this is already happening included the Northern
Innovation Fund, the Community Futures Program and Quebec's Rural Pact.
- Regional Economic Development Agencies - Regional economic development
agencies were seen to be providing key support for business development in rural
communities. Community leaders said it was important that this support for local
business development be continued and increased.
Entrepreneurial Community Checklist
The Centre for Rural Entrepreneurship offers this
checklist for fostering entrepreneurship
Climate
- Awareness
- Recogntion
- Culture
- Anonymity
- Quality of Life
Infrastructure
- Real Estate
- Utilities
- Services
- Taxes and Regulations
- Demand-Driven Approach
Support
Basic:
- Positive Climate and Infrastructure
- Business Services
- Focus on Entrepreneurs
- Networks and Mentors
Advanced:
- Entrepreneurial Training
- Financing
- Market Development
- Youth Entrepreneurship
High Performing:
- Enterprise Facilitiation
- Equity Capital
- Entrepreneurship in Schools
- Entrepreneurial Support Organizations
Contact information: http://www.ruraleship.org/content/content/pdf/Community.pdf
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- Openness to New Economic Models - Many communities have historically
relied on the wage economy. Some stakeholders commented that communities
may now need to consider other models and be open to less traditional
approaches to entrepreneurial activity.
- Diversification - Sustainable development of rural businesses may require
significant diversification of the local economic base. This requires community
willingness to explore innovative possibilities, including new value-added
products.
The following were among the suggestions for additional actions that could be taken to
further improve entrepreneurship in rural Canada:
- Support Mentoring and Career Development - Stakeholders commented that
more should be done to facilitate entrepreneurship development through long-term support of mentoring and career development opportunities in rural
communities. This is viewed as important both in retaining youth and attracting
needed professionals and trades people to rural areas.
- Streamline Regulations and Funding Processes- Simplifying regulatory and
funding processes was seen as critical for the development of small and medium-sized enterprises.
- Develop Export Markets and Information Technology - Government initiatives
to improve export readiness and develop export markets, as well as to extend
access to information management technologies, were seen as important priorities
in support of rural entrepreneurship. Governments could also help by
disseminating business planning tools and providing economic development
consultants to assist in local business planning.
- Enhance Research Capabilities - Governments could play a larger role by
addressing rural research needs and improving access to existing programs and
networks such as the Industrial Research Assistance Program, Canadian
Technology Network and Technology Partnerships Canada. More use of existing
education and training facilities would expand local rural research capabilities.
Rural research could be further promoted by establishing new post-secondary
campuses with research capacity.
- Facilitate Access to Capital - Many rural leaders view access to capital as the
single most significant barrier to business development in their communities. By
facilitating equity investments, providing technical expertise in business
development, and educating rural lenders and borrowers about entrepreneurship
and risk management, governments are seen as having a key role to play in this
field.
Resources
Canada Business Service Centres, http://www.cbsc.org/
Community Business Development Corporations, http://www.cbdc.ca/
Aboriginal Business Service Network, http://www.cbsc.org/english/absn/
Entrepreneurship and Opportunities for Rural Youth, Canadian Rural Information
Service, http://www.rural.gc.ca/cris/youth/index_e.phtml
Connecting People with Expertise, Canadian Technology Network, National Research
Council, http://ctn-rct.nrc-cnrc.gc.ca/home_e.shtml
Community Futures, http://www.communityfutures.ca
Establishing Local Education
and Training
The Kiwanis Enterprise Center in Dawson Creek, BC,
was created because local graduates and young people
were leaving the region due to unemployment. The
Centre helps young people establish viable businesses by
providing business skills, self employment opportunities
and small business start-up assistance.
Courses:
- Business Sense for Youth
- Entrepreneurship
- Enterprise on Line
- Developing Business Plans
- Improving Employability Skills
- Applying Technology in Business
Services:
- Business consultations
- Mentorship opportunities
- Workshops
- Financial assistance information
- Business resource library
- Administrative and secretarial support
- Computers with high-speed Internet access
Contact information:
http://www.pris.bc.ca/enterprise
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Questions
1) What activities are going on in your community that encourage entrepreneurship?
2) What's working well in your community to support entrepreneurs?
3) What else could be done?
Infrastructure
Facilities and services play a key role in defining a community. A community's
infrastructure will significantly affect the quality of life it offers to its residents and its
ability to attract business and remain viable
What is Infrastructure?
A community's infrastructure consists of physical networks and assets, as well as core
public services and institutions that are essential to economic activity and to people's
quality of life. It includes physical infrastructure such as housing, highways,
transportation terminals, municipal water and sewage systems, telephone and Internet
connections, industrial land, energy generation and waste management facilities. It also
includes social and economic infrastructure such as schools, hospitals, libraries, financial
institutions, economic development organizations, and community and recreation
centres.
With some exceptions, community infrastructure has historically been provided and
maintained by various levels of government. However, private companies and
cooperatives are involved in several key areas including telecommunications, financial
services, air travel, some aspects of the health care system and private schools.
Why is Infrastructure Important for Rural Communities?
Maintaining and developing infrastructure is a priority for all communities in Canada.
For Canadians living in rural, remote and northern regions, basic infrastructure is
considered critical for continued community development, diversification and
participation in the Canadian and global economy. The combination of geography and
relatively low population density in rural, remote and northern communities means that
infrastructure is generally more expensive to provide and maintain in these areas. As a
result, many rural communities have less developed infrastructure than their urban
counterparts and some have experienced cutbacks or loss of existing infrastructure.
Key Elements
The infrastructure elements of greatest concern for rural communities include:
Transportation - Development of transportation linkages is essential to a community's
economy, especially building and maintaining roads and highways, airports, harbours and
public transit systems including train and bus service.
The First Infrastructure Canada
Program
Doaktown, New Brunswick
Issue
- Domestic well water unfit for consumption and
bathing due to bacterial contaminants.
Solution
- Extend Doaktown’s existing municipal water
system to 130 new homes and the sanitary
sewer system to 46 new homes.
- Cost – $1.5 million.
Outcomes
- A dynamic and innovative partnership between
all levels of government resolved the problem
and improved quality of life in the community.
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Transportation infrastructure needs
vary according to local situations and community development priorities (e.g. tourism,
shipping of bulk commodities, commuting to urban centres).
Telecommunications - In the information age, access to telecommunications is critical
to sustaining economic development. Broadband Internet service is a major instrument
for commerce, education and access to government information and services including
health care. It is also important for attracting and retaining young people. The innovative
use of technology provides new economic opportunities for rural Canada.
Housing - Many rural communities, especially in the north, struggle with the challenge
of providing adequate and affordable housing infrastructure. Lack of housing can
severely affect both economic development and the social well-being of communities.
The Environment - Environmental considerations are key determinants of sustainability
for communities of all sizes. Clean water, air and land are directly related to health
protection, as well as business development. Increasingly, rural communities must
comply with environmental protection measures requiring major investments in new
infrastructure (e.g. sewage and water treatment plants). Rural areas may also be affected
by urban infrastructure requirements such as landfills for municipal garbage or energy
generating facilities.
Roundtable Feedback
In the regional roundtable consultations held over the past year, community stakeholders
commented on various rural infrastructure challenges and what can be done to address
them. The following highlights of participant observations and suggestions do not
necessarily represent the views of the Government of Canada.
Rural stakeholders cited a number of actions communities could undertake to meet their
infrastructure needs, including:
- Regional Planning - To offset their lower tax base and to benefit from economies of
scale, communities should combine their resources. Planning infrastructure on a
regional basis also leads to better assessments of current and future needs.
- Joint Planning with Government - Communities and governments should
strategically plan and manage infrastructure development together rather than
addressing it on a crisis management basis.
- Form Public/Private Partnerships - Public/private partnerships may provide the
opportunity for communities to acquire needed infrastructure and for companies to
expand their customer base. Tripartite arrangements that include Aboriginal
communities have proven successful in some areas.
- Inform Public about Telecommunications Benefits - Informing citizens about the
potential economic benefits of high-speed telecommunications was seen as
important. Demonstrating a critical mass of users and an increasing demand for high-speed telecommunications services is part of the business case that needs to be made
to both government and private telecommunications providers to justify the required
investment.
- Expand Management Boards - The creation or expansion of municipal management
boards was seen as a good means to advance cooperation on infrastructure among
northern communities.
The following were among the observations community stakeholders made about factors
that influenced the success of their infrastructure initiatives:
- Take a Long-term Approach - To achieve efficiency and effectiveness in
infrastructure investments, communities should develop a longer term approach to
infrastructure development, taking into account future development as well as the
current needs.
- Local Management - Locally managed infrastructure investments will help to ensure
their appropriateness to local contexts and conditions and assure benefit for all
community stakeholders.
Some of the suggested areas for further improvements included:
- Improve Planning Expertise - Rural communities should develop or acquire
expertise and technical and financial tools that would enhance their ability to lever
infrastructure funds, implement best practices and acquire new technologies.
- Coordinated and Integrated Government Approach - Approaching infrastructure
investment in a horizontal manner across levels of government and between
government departments would ensure better coordination and integration of efforts
and allow all parties to accomplish more.
- Equitable Basic Infrastructure - An equitable level of basic infrastructure for all
Canadians was seen as desirable, supported by financial and other assistance as
necessary. Such an approach may require a review of the effectiveness of per capita
infrastructure funding formulas, including whether they are creating barriers or
inequities.
Municipal Rural Infrastructure Fund
Investment
- $1 billion over five years.
- Anticipates each level of government providing
one third of project costs.
Process
- Announced February, 2004.
- Provinces, territories and federal government
negotiating individual agreements.
- Each province and territory will receive a base
allocation as will First Nations communities.
Remaining funds will be allocated on a
per capita basis.
- At least 60% nationally will go to support ‘green’
infrastructure.
Outcomes
- Improved and increased stock of core public
infrastructure.
- Improved quality of life and economic
opportunities for communities.
Contact information: http://www.infrastructure.gc.ca/ip-pi/index_e.shtml
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Resources
The National Guide to Sustainable Municipal Infrastructure, http://www.infraguide.gc.ca/
Infrastructure Funding For Canada's Communities,
Infrastructure Canada, http://www.infrastructure.gc.ca/ip-pi/index_e.shtml
Broadband for Rural and Northern Development Pilot Program, Industry Canada, http://broadband.gc.ca/pub/program/bbindex.html
Green Municipal Funds, Federation of Canadian Municipalities, http://www.sustainablecommunities.fcm.ca/News_Events/Whats_New/bin/whatsnew_07040701.asp
Opening Doors and Building Futures, FedNor, http://fednor.ic.gc.ca
Infrastructure Canada Program in Eastern Canada, Atlantic Canada Opportunities
Agency, http://www.acoa.ca/e/financial/infrastructure.shtml
Infrastructure Canada Program in Western Canada, Western Economic Diversification,
http://www.wd.gc.ca/ced/infrastructure/default_e.asp
Infrastructure Canada Program for Quebec, Canada Economic Development, http://www.dec-ced.gc.ca/
Indian and Northern Affairs, Infrastructure Canada Program for Northern Territories and
First Nations, http://www.ainc-inac.gc.ca/
ps/hsg/cih/ci/ic/index_e.html
Infrastructure Canada Program for Ontario, Industry Canada, http://www.ic.gc.ca/coip-pico/coip-pico.nsf
Canadian Smart Communities
“Learning Laboratories”
From the presentation “Think Innovation: Canada in
the Network Age”
BC: The SMART CHOICES Project
- Community portal to deliver one-stop shopping
for community services.
- Telework benefits through reduced traffic
congestion.
Calgary: INFOPORT Community Empowerment
Project
- Integration and better access to social services for
people at risk.
- Connected and networked social services agencies
and wired drop-in centres.
Saskatchewan: The Headwaters Project
- A marketplace for local artisans and craftspeople,
training in the advantages of e-commerce
and e-banking to establish credit rating
for entrepreneurs.
Labrador: Technology on Top of the World
- Video-based diagnosis and medical consultations.
- Video-conference virtual bail hearings saving
time and money in provincial justice system.
Aboriginal: K-net Project
- Full Grade 9 program on-line reducing emotional
and financial hardship of students moving to
large centres.
Contact information: http://broadband.gc.ca/pub/media/presentations/binder/
presentations2002/intcities011002_e.pdf
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Questions
1) What kind of infrastructure initiatives are underway in your community?
2) What are some examples of successful infrastructure initiatives in rural
communities?
3) What else could be done?
Youth
The goal of achieving sustainable rural communities is profoundly influenced by the
ability of communities to engage young people in their plans for the future. Young
Canadians are leaders of today as well as tomorrow. They bring fresh perspectives and
much needed skills to help rural, remote and northern communities meet the many
challenges facing them in the 21st century.
Key Challenges and Opportunities
Rural communities face a variety of challenges and opportunities which are influenced
in large part by the decisions that young people make. The following are some of the
most significant youth issues identified by young people and other rural community
leaders:
Youth Leaving - Rural communities are faced with the reality that many young people
will leave to pursue education and employment opportunities elsewhere. While this is
arguably necessary if rural youth are to pursue their educational goals, gain new
experiences and broaden their horizons, it may reduce a community's capacity for future
growth and development if these young residents do not return and are not replaced by
other young people. Research results suggest that out-migration of youth from rural areas
will continue, if not accelerate. Of rural youth surveyed in 2002, more than half said they
intended to move to an urban centre. Among former rural youth residing in urban centres,
only a little more than one third said they planned to return to a rural community.
Access to Education - Educational options within rural areas are often limited compared
to choices in larger centres. As a result, a high percentage of rural youth leave to pursue
post-secondary education.
Youth Perceptions - By and large, rural youth feel their communities are safe,
affordable and good places to raise a family. However, many see relocation to a larger
city as a "sign of success" and are attracted to the career opportunities and cultural,
recreational and sports events available in urban centres. Most rural communities have
assets and advantages which are attractive to young Canadians, particularly those who
have completed their formal education and are starting to raise a family. There is an
opportunity to capitalize on these advantages.
Leaders of Change - Youth have potential to be innovators and leaders of change in
rural communities. Their energy and enthusiasm are assets which communities need as
they respond to economic, social and environmental challenges.
Youth at Risk - Many rural youth are concerned that lack of social and recreational
activities in their home community are leading to boredom and contributing to an
increase in vandalism, petty theft, drug and alcohol use and violent behavior.
Roundtable Feedback
In the regional roundtable consultations held over the past year, community stakeholders
commented on youth activities already underway or that could be undertaken in their
communities. The following highlights of participant observations and suggestions do not
necessarily reflect the views of the Government of Canada.
There are many activities that communities can undertake to promote youth involvement
in rural community life. Indeed, young participants commented that they want to be more
involved in their communities; but need support to do so. Suggested actions included:
- Involve Youth in Community Development - Integrating youth in community
development and decision-making processes requires specific youth engagement
mechanisms and strategies. Youth participants commented that their involvement in
community development would increase if their input were seen to be producing tangible
results. Communities need to demonstrate that they care about young people and are
listening to them. Recognition of youth skills, abilities and contributions will also
encourage greater involvement.
- Identify Youth Needs - In order to attract and retain youth, communities need to do a
better job identifying and understanding young people's needs, and to provide economic,
social, cultural and recreational options that respond to these needs. In particular,
communities need to provide youth with real opportunities to make use of their skills and
experiences.
- Support Leadership Development - Providing young people with skills that would
enable them to become community leaders is viewed as an important priority for rural
communities. Stakeholders stressed that development of youth leadership needs to be
broadened to include individuals who are not currently involved and not just those who
have already "come forward."
- Encourage Mentorship - Mentorship programs through which young people learn from
other members of the community have proven to be effective tools for involving youth
and developing their skills.
- Expand Local Training and Apprenticeships - More varied and locally applicable
vocational training, internships and trades apprenticeship opportunities can be provided
to youth in their own communities.
- Support Youth Entrepreneurship - Business development strategies that focus on the
creation or attraction of small and medium-sized businesses are seen as an opportunity to
involve more youth in the local workforce. By linking youth entrepreneurship to
apprenticeship programs in secondary schools and colleges, communities can encourage
young people to acquire skills that will also be useful for local community economic
development. Local businesses can be challenged to commit to a minimum level of youth
employment.
In communities that have successful programs for engaging youth, the following factors
were identified as fundamental in contributing to that success:
- Proactive Communication - Providing young people with comprehensive information
about the education, career and lifestyle choices available within a community was seen
as important to ensure youth make informed decisions.
- Youth-led Organizations - Youth organizations in which other community members
provide direction through mentorship while youth leaders make their own operational
decisions were seen as the best model to encourage greater youth involvement and skills
development.
Roundtable participants identified a few ways that youth engagement and retention
efforts could be improved:
- Promote Post-secondary Education - It was noted that, in some cases, a community-level shift must occur in order to encourage youth to pursue a university education. Other
leaders commented that more must be done to ensure rural, remote and northern youth
have access to quality post-secondary education, be it through local facilities or distance
education programs.
- Enhance Computer Skills Among Adults - Young people in rural communities noted
that some educators do not have adequate technical knowledge or skills when it comes to
computers and Internet learning. Ensuring that teachers and other adults in the
community are proficient in computer and Internet technology is important for improving
communication with youth, as well as promoting distance learning opportunties.
- Communicate Advantages of Rural Living - Roundtable participants commented that
negative perceptions about rural life are detrimental to rural community development.
Businesses, schools, media and government in rural areas should promote the positive
aspects of rural life to attract more young people to settle in or return to rural
communities.
- Preserve Culture and Heritage - A number of participants commented that education
materials should be developed to assist in preserving cultural and northern values for
First Nations and Inuit youth.
Heartwood Institute –
Youth Engagement
More than 20,000 young people have participated
in this Nova Scotia program promoting community
development through youth-leadership education.
Focus: To engage young people as partners in
building positive futures for themselves, communities
and society.
Core Values:
- Following passion
- Connecting with others
- Making a difference
- Taking action
- Having fun
Scope:
- Youth development
- Professional development
- Consultations
- Research
- Adult and youth partnerships
Programs:
- Youth forums
- Leadership training and wilderness adventures
- Youth inclusion
- Customized school programs
- Professional development training
Contact information: http://www.heartwood.ns.ca
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Resources
Rural Youth, Tapping the Potential, United Nations Food and Agriculture Organization,
http://www.fao.org/ruralyouthwww.fao.org/ruralyouth
Rural Youth: Stayers, Leavers and Return Migrants, Canadian Rural Partnership,
http://www.rural.gc.ca/researchreports/ruralyouth/ruralyouth_e.phtml
Rural Youth Migration: Exploring the Reality Behind the Myths, Canadian Rural
Partnership, http://www.rural.gc.ca/researchreports/youth.2002/cover_e.phtml
Tips for Working with Youth in Community Development Projects, Health Canada,
http://www.hc-sc.gc.ca/index_e.html
Youth Forums Canada, Canadian Heritage, http://www.exchanges.gc.ca/forums.asp?Language=0&MenuID=3
Youth Volunteering: Leadership, Volunteer Canada, http://www.volunteer.ca/volcan/eng/content/youth/leadership.php?display=4,0
Rural Youth Network, http://www.ruralyouth.ca
Maison familiale rurale –
Youth Apprenticeship
Established in 1999 by volunteers in Le Granit, Quebec,
this successful co-op program provides hands-on skills
development in a live-in setting.
- Launched in response to community need
for vocational training of youth in agriculture
and forestry.
- Program is a work-study school (alternating two
weeks of work on a farm with two weeks of classes).
- Rural youth receive an education adapted to their
needs while remaining in their own community.
- Students graduate with a secondary school
diploma and a professional diploma.
- Part of an international network of similar
establishments in about 30 countries.
- Program has provided the community with
exposure and visibility supporting tourism
and other business.
Contact information:
http://www.mfrgranit.com/contact.html
http://www.rural.gc.ca/team/qc/prog_fin_e.phtml#maison
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Questions
1) What activities are going on to involve youth in your community's development?
2) What's working well in your community to attract and retain youth?
3) What else could be done?
Northern Issues
Canada's north, comprised of the Yukon, Northwest Territories, Nunavut and the
northern parts of British Columbia, the prairie provinces, Ontario, Quebec and
Labrador, is a vast area comprising more than half of Canada's land mass, but is
home to a mere 2% of the country's population. Most northern residents live in
communities with populations of less than 1,000 people. A large part of the
northern population is Aboriginal, comprising First Nations, Métis and Inuit
people. The Aboriginal population is 23% of the total Yukon population and 49%
of the Northwest Territories population. In Nunavut, 85% of the population is
Inuit.
Northern communities are challenged by many of the same issues facing rural and
remote communities in other parts of the country, including: access to health care,
education and training; availability of housing; inadequate infrastructure; and
dependence on single natural resource industries. However, in the north,
isolation, climate, sparse population and conflicts between traditional and modern
values and ways of life, must also be taken into account.
The acceleration of resource development in the north in recent years is providing
northern communities with new opportunities for employment, economic
diversification and improved amenities. At the same time, environmental, social
and other costs associated with these projects have very real implications for
northern residents. Ensuring that development occurs in a socially and
environmentally sustainable manner requires active planning and participation by
northern communities.
Key Challenges and Opportunities
Among the many challenges and opportunities facing northern communities, the
following are at the heart of future viability and sustainability:
Resource Development - A significant proportion of Canada's natural resource
wealth lies in the north. The development of these resources - oil and gas,
diamonds and other minerals - has been and will continue to be a significant
force in the development of northern communities. Historically, however, very
limited financial benefits from resource development projects have accrued
directly to northern communities. Nonetheless, natural resource activities are an
important source of employment, training, and supply and service opportunities
for northerners and northern businesses.
Innovation and Knowledge
Fund Projects
Indian and Northern Affairs Canada’s Innovation and
Knowledge Fund provides about $350,000 per territory
per year to promote economic development and the
development of northern economic institutions.
Priorities are to help northerners seize opportunities in
the new economy and further science and technology.
Following are some examples of recent projects.
Yukon
- Strategies to help small manufacturers, builders
and cultural industries develop a skill base and
create jobs.
- A Web portal for the Yukon Francophone
community’s economic activities.
Northwest Territories
- Research to develop curriculum to train
traditional knowledge interpreters.
- Set up of municipal area network and
community access centre in Fort McPherson.
Nunavut
- Lapidary workshop for gem manufacturing,
using sapphire deposits near the community
of Kimmurut.
- Sealskin workshops to create a bridge between
traditional and contemporary garment design
and production.
Contact information: http://www.ainc-inac.gc.ca/ps/nap/norecodev_e.html
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Land Claim Settlements - Land claim settlements are providing Aboriginal
groups with the means to derive increased benefits from natural resource
exploration and development. In areas where land claims have been settled,
Aboriginal groups are concluding agreements with industry for exploration rights
or access across their lands and, in some cases, taking an equity position in
production facilities and pipelines. In areas where land claims have not been
settled, major mine projects have proceeded on the basis of formal impact and
benefit agreements negotiated with Aboriginal communities. In the Northwest
Territories, the territorial government has concluded agreements with major mine
project proponents. These agreements cover a wide range of socio-economic
considerations, including measures to be taken to avoid or mitigate impacts on
community infrastructure and services.
Self Government and Devolution - The prospect of Aboriginal self government
is a significant factor in northern communities. At the same time, the devolution
of federal government functions will result in territorial governments taking on
significant additional provincial-like responsibilities, primarily in the area of land
and resource management. Coordinating the respective roles and responsibilities
of Aboriginal communities and governments will be a challenge. Establishing
effective and efficient governance and new regulatory processes and institutions
will be critical to the success of northern communities.
Culture and Heritage - Development policies and programs for northern
communities need to take into account the cultural values and relationships that
First Nations, Inuit and Métis populations have with the land. The loss of
traditional livelihoods, language and ways of life are having a major impact on
Aboriginal communities in the north. Managing economic and social
development in a way that respects and preserves Aboriginal heritage is an
ongoing challenge for northern community leaders.
Environmental Protection - The northern landscape encompasses a wide variety
of unique and fragile ecosystems. Major industrial activities such as mining,
drilling, refining and processing, road construction, shipping and waste
management threaten sensitive areas. As economic activity increases,
environmental impact monitoring, assessment and mitigation measures are
critical. Northern communities are also being affected by warmer temperatures
associated with climate change, which are more pronounced in northern latitudes.
Thinning ice and melting permafrost associated with this warming trend are
having a dramatic effect on the region's flora, fauna and connected human
activities such as hunting. Climatic changes could also result in increased vessel
traffic if the Northwest Passage becomes navigable year round.
Health Care - Social problems are particularly acute in some northern
communities. High unemployment, inadequate housing, increased incidence of
tuberculosis, alcoholism and fetal alcohol syndrome, family violence and suicide
place high demands on local social services and health care in these communities.
In addition, northern communities face challenges associated with dispersed
population and expansive geography.
Youth - The population in northern communities is growing due to high birth
rates. Aboriginal population growth is almost twice the national average. Key
issues facing young people in northern communities include access to cultural
resources, isolation and boredom. A high percentage of young Aboriginal people
in some northern communities suffer from fetal alcohol syndrome (FAS), and
teaching methods and resources often do not adequately address the needs of
those with FAS or other disabilities.
Infrastructure - The need for more housing is a challenge in many northern
communities, particularly in the territories where material and building costs can
be up to three times higher than in other parts of Canada. Northern conditions
require unique physical infrastructure, often with cost implications.
Transportation infrastructure is also a major issue for northern communities, both
in terms of cost and limited access. Many remote communities have no ground
transportation links to other areas. Water routes are not open year round. Air
transportation is expensive and the number of flights is limited. Further
development of the tourism industry may encourage more investment in
transportation and other community infrastructure. Access to the Internet is by
satellite, with inherent technical requirements and costs. At the same time,
Internet access represents new opportunities for education, business, health
services and interpersonal communication.
Success Story – Searchmont
Waakaakin Community Centre
Located North of Sault Ste Marie, Ontario, this village
of 300 people acquired electricity in 1962. In 1999 the
Federal Community Access Program (CAP) provided
Searchmont with $40,000 to support computer
technology and Internet access.
Capabilities and Equipment:
- Email and Web browsing, word processing,
Web site authoring, fax access, digital camera,
printer, photocopier, laminator, paper cutter;
book binding machine.
Sample Activities
- Historical society created a cookbook as a
fundraiser to save a historic church and
train station.
- Community youth can access educational
software and computer games.
- Local tourist association created Web site,
brochures and business cards.
- Centre is staffed by volunteers who receive
extensive technical training.
Results
- Dramatic increase in computer literacy in
the community.
- CAP Centre plays an important role in
community life.
Contact information: http://cap.ic.gc.ca/english/4000newonsuSearchmont.asp
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Regional Roundtable Feedback
At the regional roundtable consultations held over the past year, community
stakeholders discussed the challenges and opportunities facing northern
communities and talked about activities which are underway or could be
undertaken. Their observations and suggestions are summarized below. These
comments do not necessarily represent the views of the Government of Canada.
Northern stakeholders suggested communities should already be pursuing actions
such as the following:
- Adopt Best Practices - Northern communities can learn from practices that
are working in neighbouring communities. Increased communication between
northern communities was viewed as important.
- Promote Healthy Living - Communities can partner with federal and
territorial governments to create 'healthy living' education programs; these
could incorporate First Nations' knowledge and traditional practices.
- Develop Local Leadership - As with all rural communities, development of a
local leadership base through skills training was identified as a priority. Such
programs should be specifically geared to the conditions and needs of
northern residents.
- Celebrate Distinct Identity - Recognizing and celebrating the distinct
identity and diversity of northern communities was seen as central to
empowering citizens and encouraging them to contribute in their
communities.
- Attract Newcomers - Northern communities can do more to attract new
immigrants and residents from southern communities through better
marketing of the quality of life, economic and cultural assets they have to
offer.
The following were among the ideas put forward for additional action that would
enhance development of northern communities:
- Establishment of East-West Northern Corridor - A trade corridor between
Canada's northern territories was suggested as a way to strengthen and
expand linkages between northern communities. The resulting synergies and
potential growth in the movement of goods and services is seen as a way to
create new opportunities for northern entrepreneurs and to reduce dependency
on products and services from other parts of Canada.
- Funding for Infrastructure - Stakeholders commented that senior levels of
government need to commit additional funds for essential infrastructure
including, roads, broadband; and water treatment and monitoring.
- Skills Development - Community stakeholders recognized that additional
skills are required to use high-tech services and to operate high-tech
businesses. It was suggested that community colleges need to offer more
business and skills training for both professionals and labourers, especially
computer and other high-tech programs.
- Commodity Regulations - Some regulations governing commodity industries
including mining, forestry and fisheries were sometimes seen as barriers to
development in northern communities. It was suggested that such regulations
be reviewed and revised to consider unique conditions in the north.
Resources
Arctic Net, http://www.arcticnet.ulaval.ca/
Northern Affairs Program, Indian and Northern Affairs Canada, http://www.ainc-inac.gc.ca/ps/nap/index_e.html
FedNor, http://fednor.ic.gc.ca
Arctic Cooperative Development Fund, http://inuit.pail.ca/acd-fund.htm
On-Reserve Non-Profit Housing Program, Canada Mortgage and Housing
Corporation, http://www.cmhc-schl.gc.ca/en/ab/onre/onre_010.cfm
Prince of Wales, Northern Heritage Centre, Community Programs, Northwest
Territories, http://pwnhc.learnnet.nt.ca/programs/comm.htm
Smart Communities Demonstration Projects, http://smartcommunities.ic.gc.ca/program_e.asp
Questions
1) What are the challenges facing northern communities?
2) What are some examples of successful initiatives that address these
challenges?
3) What else could be done?
Date Modified: 2005-01-17
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