Canadian Rural Partnership
Community Decision-Making Toolkit

Nackawic Community Story

Quick Links:

1. Background
2. Process
3. Lessons Learned
4. List of Appendices

1. Background:

1.1. Description of the Community

Nackawic is a small town of just over 1000 people in the middle of New Brunswick. Situated at the convergence of the Saint John River and the Nackawic stream, many recreation facilities run along the water's edge. The surrounding communities of Prince William, Dumfries, Pokiok, and Hawkshaw are on the opposite side of the river, and have played a vital role in Nackawic's history and economy for many years. The towns of Southampton, Temperance Vale, Rossville. Millville, Campbell Settlement, Hartfield and Queensbury are located on the Nackawic side of the river, and are great neighbours who have also contributed to the area's rich history, natural beauty and wealth. For generations, the surrounding forests, rich with many and varied timbers have provided work for the local residents.

When driving toward the town, the first thing you notice is the AV Pulp Mill with its distinctive smoke stacks. A quick glance at the company's jaybird blue logo demonstrates the recent change in ownership.

When entering the town one can see the World's Largest Axe standing out in contrast to the great expanse of water and sky that surrounds it. It is an idyllic site and one that begs to be enjoyed. The World's Largest Axe was placed on the waterfront in order to celebrate the fact that Nackawic was declared to be the Forest Capital of Canada. Busloads of people come from far and wide to see it and to take pictures standing beside it. In fact, several wedding photos have been taken here as well.

1.2. Issues

People in the area have not felt much like celebrating in the past few years. Without warning in September 2004, 400 mill employees were locked out of the mill that had employed them for nearly 35 years. All woods workers, construction workers, contractors, truck drivers and suppliers found themselves without work as well. The town of Nackawic and the outlying areas of Millville, Hainesville, Zealand, Canterbury, Dumfries, Pokiok and Woodstock were devastated by the closure. Some families were forced to declare bankruptcy and move away from their homes. Houses in the town were left vacant and school populations have declined. One of the schools remains targeted for closure in 2008. One by one, small business owners in the town and surrounding villages closed up shop and a pall of loss and grief settled over the area. Mill workers and their families who had donated to charitable organizations, now found themselves needing help from those same charities.

The town council knew it had to act to save what was left of the town's viability. To that end, they hired a consultant to hold a strategic planning meeting with various stakeholders. The meeting resulted in the establishment of a committee called the Nackawic Regional Economic Development Team (NREDT.) The team was given the responsibility of carrying out the recommendations that had been made at the planning meeting. As a result of the work of the Town Council and the NREDT, in conjunction with the provincial government, the Mill was sold to a company from India and was reopened in January 2006. St. Anne Pulp and Paper is now called AV Nackawic.

1.3. Contributing Conditions

The reopening of the Mill resulted in some new problems for the area. Although the new company hired many former employees, some experienced and qualified workers were not taken back. Their former jobs were given to people from outside the area, which led to some tension between citizens and some negative attitude towards the new employer.

Additionally, the former owner's pension plan was under-funded. As a result, pensioners lost 35% of their retirement funds in order to share what was left with all former workers. This situation contributed to further hostility between the citizens of the area - even resulting in rifts between fathers and sons, and between brothers who had all worked for the mill together. In fact, the pension situation and the hiring process are now being argued in the courts. Anxieties remain high in and around the town. There is also an underlying fear that the mill will not stay in operation because of the downturn in market trends in the forest industry. There is much in the media about pulp mills closing all over Canada.

2. Process:

The Neighbourhood Alliance of North York (NANY), a not for profit organization in the area, decided that it was time for the people in the region to think more positively about their situation, and to take a look at the area with new eyes. They felt it was time to take stock of what exists and to scrutinize the potential for growth and development in the area. NANY adopted an approach called Asset Mapping. This project was designed to bring citizens of Nackawic and the surrounding communities together to create dialogue about what they saw as assets and what could be done to preserve and expand those assets.

NANY also believed it was time to work with unemployed adults and youth at risk of unemployment so that they might play a vital role in the rebuilding process. There was recognition that we must work with those who have under-utilized skills, talents and trades. In doing so, it was hoped that these people might find a reason to stay in the area, and that some participants would come forward as leaders in a process of rejuvenation and growth.

2.1. Description of the Process

To begin the process, NANY submitted a proposal to the Rural Secretariat of Canada. The proposal was accepted and a trained facilitator was hired to run the process. The facilitator used The Whole Asset Approach, developed for the Canadian Rural Partnership by Tony Fuller, Denyse Guy, and Carolyn Pletsch.

Over the course of the following 10 weeks, five formal meetings were held as well as several informal gatherings and numerous telephone conversations. In all, the facilitator engaged well over 300 people in a quest for information. People shared their personal view of Nackawic, the surrounding areas, and about their hopes for the future.

Several of the meetings were held in local community centres such as the Lion's centre and the Curling Club. One was held at a small café in the shopping centre where citizens meet for morning coffee on a regular basis. Another was held in the evening at the area's oldest restaurant, The Moonlight Inn. One of the meetings scheduled at the local High School was cancelled at the last minute, due to a snowstorm. Instead of the scheduled meeting, an informal discussion occurred at the local Fireman's Breakfast. This monthly breakfast raises funds for the volunteer firefighters and provides a valuable social gathering for the community. This small impromptu gathering provided a wealth of information from vastly different perspectives. One participant is a small business owner and another a high school dropout who dreams of continuing her education.

From the first meeting until the last, it became very obvious that Nackawic and the surrounding communities have much to be proud of. There is much to build on in terms of increasing the population, expanding the capacities of small businesses, building new ones, and utilizing the beautiful expanse of forests and waterways that lay on our doorstep. In many ways the Nackawic region is very fortunate.

Working with the information collected at all the meetings, the most important assets were easy to identify, as there was a great consistency of thought. People in this area are quick to point out what it important to them. In order of priority they are:

• Natural assets — the Saint John River and its tributaries;
• The Infrastructure that already exists here;
• The Social and Recreational Opportunities that already in place; and
• The Location and the Economic possibilities.

Go to Appendix A: Whole Asset Approach Results for a complete report on the findings.

2.2 Tools Employed

2.2.1 Whole Asset Approach

In the Whole Asset Approach, community members from all over the area and from different walks of life were brought together. Participants are asked to list what they think are the three most valuable assets in the area. Those assets are then recorded on large chart paper under the following headings: Natural, Built, Social, Economic or Service. After some discussion, participants are asked to vote for those assets they think are most valuable.

The next step in the process was to ask the participants to collaborate using the identified assets. As a team, they developed a list of threats and opportunities that would become the basis for future planning.

3. Lessons Learned:

3.1. What Worked Well/ What Didn't Work Well?

• Local citizens know what they want and they have ideas about how to get it.
• The need for dialogue is obvious. The connection between the town and its neighbours must to be recognized, strengthened and utilized for the collective good.
• People will get involved if you ask them to do a small part of a big project. It must be something they can see as having a beginning and an end.
• Personal invitations mean everything. You can advertise meetings and events and hope to get people to respond. Or, you can personally ask them to participate and their response is so much greater.
• There is a need to continue with the process started through this initiative. People left the meetings wanting more, wondering what the next steps would be and about what was going to happen to the information collected.
• Participants in the meetings left with an even deeper appreciation of where they live and what assets surround them.
• Asking other people to help run the meetings was valuable to them and to the process. People could recognize right away the leadership capabilities of the co - facilitators. Each was from a different area of the region and that too was important.
• Holding the meetings in different locations throughout the area provided an opportunity for people to see what has been built and how the buildings are being utilized. It also allowed for a closer look at the potential leadership in particular areas of the region.
• Having a mixture of large and small gatherings was also a plus. People who might not have spoken out in a large meeting were comfortable to talk over a cup of coffee.
• The younger people who attended the meetings put a lot of great ideas forward, dispelling the preconception that young people are not interested. In fact they are concerned, and had plenty to say about what can be done in this area.
• There was a lot of discussion in and around the town regarding the project. Simply having people discussing their attendance at the meetings and how they had enjoyed them was proof enough that there is significant potential for citizen iinvolvement in this area.
• The Asset Mapping process is a good one. It provides many opportunities to share ideas and meet people from different communities and different walks of life.

3.2 Challenges

• It may have been better to run the project in the fall or spring. The snow interfered with two of the larger meetings planned.
• Having a recorder at the sessions would reduce the amount of time spent after the meeting trying to copy from charts and remember the information that did not always get written down.

3.3 Outcomes

Many of the participants asked if there was going to be any follow-up to the meetings. There was talk about the development of several "focus groups" that would lend their time to work out a plan for development in their interest area. The focus groups that will be formed are:

• Riverfront Development;
• Small Business;
• Opportunities for Youth;
• Promotion/Advertising;
• Community Linkage; and
• Seniors.

The facilitator for the project has collected names of several people who are interested in continuing with a community development process. Each has agreed to spearhead a different focus group.

One young lady has expressed an interest in starting a small business, and a business owner has agreed to mentor her. Several others will utilize her services and help spread the word about her business. This is a small step, but one that will inspire others to take a risk.

A few people plan to make sure there is a tourist kiosk on the waterfront this summer. Again, it is a very small thing but a large step toward growth.

The idea of inter-relatedness was thoroughly discussed at the meetings. Nackawic is dependent on the local villages and those villages depend on the town. What is good for one of the areas is good for the entire region.

4. Appendices

4.1. Appendix A: Whole Asset Approach Results

Working with the information collected at all the meetings, the most important assets were easy to identify, as there was a great consistency of thought. People in Nackawic are quick to point out what it important to them. In order of priority they are:

Natural Assets
The natural beauty of the Saint John River Valley was identified as being the most valuable asset. There are numerous lakes and streams and the forest surrounds the entire region. The river is wide and calm in this particular area as a result of the Mactaquac Dam and its Headpond. This natural asset is sustainable although it requires attention and concentrated effort from all citizens and the governments in order to survive. Participants voiced concerns about pollution from many sources (the Mill, soil erosion, agricultural run-off, negative logging practices, noise pollution global warming, mismanagement of the forest resources, and lack of enforcement of regulations near waterways).

Participants felt that protection of the river is critical and must be led by the local residents. Many threats to the river were discussed. Thousands of tons of soil are being washed down our valley. Also, the McCain plants in Florenceville and Edmonston were seen as potential polluters. Forestry companies must also be involved in sustainability. Sewage and garbage must not be thrown indiscriminately into our forests and streams. The river has great potential for recreation but development must be consistent with the protection of the eco-system. Nature-friendly business ventures that will enhance our natural surroundings and make use of them for our further good must be encouraged. The waterfront in Nackawic needs a boater friendly marina that services boating needs and related recreation. More establishments such as Bed and Breakfasts are required to accommodate visitors to the area.

All participants agreed that our rivers and streams are underutilized and unappreciated. They talked about the lack of sailboats, houseboats and small, motorized boats that one would expect to see on a waterway as long and wide as the St. John River. They also mentioned that the riverbank is underdeveloped in terms of homes and cottages.

Along with concerns, participants shared their ideas for improvements. They suggested the development of a few artisan shops nestled on the riverbank for locals and tourists to enjoy. The area boasts many fine artists and craftspeople that have nowhere to show their skills or their products. It was also thought that the artists might hold lessons for visitors and locals if they had a place to work. One participant said it this way, "The River has economic potential and contributes greatly to our quality of life. Its tributaries in the form of the small brooks and the large streams and lakes that drain our forests and farm lands are all fundamental and critical parts of the Saint John River Valley basin we so highly value."

Participants recorded the following opportunities for development of the area: fishing tournaments, increased tourism, boating, sailing, canoeing, windsurfing, kayaking, eco-tourism, ice boating, snowmobiling, tourist resorts along the water, Bed & Breakfast facilities, guided fishing tours, scenic rest stops (possibly with story boards telling of the history of the waterways and the surrounding communities), better signage to identify where we are and what is here, an annual river event (like the Pond Hockey Tournament in Plaster Rock or Fiddlers on the Tobique), historical trails events (the Appalachian Mountain Chain is nearby as well as the old Maliseet Trail), boat tours and more. Participants thought that Nackawic should start up the Canoe Club again, and possibly have a rent-a canoe shop on the waterfront or nearby.

Community members also saw the possibility of tying recreational and economic efforts into the Bass Fishing Tournament that takes place on the Saint John River in the summer. One participant observed that the tournament offers huge market opportunities, and that we need to ensure local people greet fishing enthusiasts warmly. If visitors are impressed with the area they will return. The tournament offers an opportunity to provide dining, lodging and recreational events. Many of the fishermen bring their families to the riverfront and participants agreed that expanding the waterfront to include an RV park would bring income into the town and create jobs for the youth.

Infrastructure/Social Assets:
Although rural in nature, Nackawic has the type of infrastructure and amenities one might find in a more urban centre. Some of the those assets include:

• Fire Station;
• Ambulance Service;
• Medical Clinic/2 Doctors;
• Seniors apartments;
• RCMP Headquarters;
• Golf Course;
• Curling Club;
• Ball Diamonds;
• Tennis Courts;
• Bowling Alley;
• Arena;
• Cross Country Ski Trails;
• Snowmobile Trails;
• Nature Trails and an International Garden;
• Horse Boarding Stables;
• 4 Schools and a Preschool;
• Churches;
• Developed Riverfront with Picnic Area, Wharf and Swimming area;
• Shopping Centre;
• Contours Gym;
• Crabbe Mountain Ski Hill;
• Maliseet Trail;
• Sugarbushes;
• Mactaquac Park and Golf Course; and
• Trailer and Tenting Parks.

The costs associated with the above recreational opportunities minimal, with clubs being run strictly by volunteers. Visitors have stated that our facilities are "top rate".

The education system in Nackawic has been recognized for excellence all over the world. "Inclusive Education" got its start in this town. Educators from the town have been asked to share their expertise at Universities all over North America, Europe, Central America and Asia. Visitors from Sweden, China, Iceland, Spain, Mexico and many other countries have visited the schools in Nackawic. Several of the teachers have written in Academic publications and have authored textbooks that are being used all over Canada and abroad. Many of the most innovative methods and practices have been developed here. Nackawic's teachers are recognized as being among the most educated and dedicated in New Brunswick.

Almost every organized Christian religion has a church in the town and in the surrounding areas.

Most of the local firemen have been trained as "first responders". The firemen and ambulance workers work as teams since there is only one ambulance in the town.

The crime rate in the town and surrounding areas is low due to having the RCMP Headquarters here. The Officers keep a high profile in the community by volunteering for community groups, coaching teams and also teaching awareness programs in the schools. Many of the surrounding communities also have Neighbourhood Watch programs.

Participants outlined what they saw as threats to the infrastructure. Younger people in the community are too busy with their families to have time for volunteer work and don't want to get involved. If this trend continues, the clubs and organizations that have been built up over the years will have no one to run them. The Legion in Nackawic, a perfect example of this problem, is up for sale.

People in the area shop more in Fredericton than in Nackawic because there are more stores providing more variety and often, lower prices. The manager of the local grocery store is not a member of the community and is unknown to the citizens. The Irving Gas Station and Convenience Store that has been in Nackawic for 30 years is about to close. Many workers in the area now live in the urban centres and their loyalties are not with the town or the surrounding areas.

Many of the younger families have moved away to find work, leaving Nackawic with an aging population and not enough services to provide for them. Millville has lost its bank, two grocery stores, and a woodworking factory. They are also in danger of losing their elementary school due to a lack of local young children. Because of the opening of a four-lane highway through the area, the villages of Dumfries and Prince William are now on a secondary highway. They do not get the volume of traffic they once did and the small businesses in the area are reeling from the loss of patrons. They do say that it is much quieter in their area and waterfront property has become that much more valuable because of it.

Participants were quick to acknowledge the area's strengths including:

• An extremely well trained workforce;
• Affordable housing;
• A short 35-minute drive to Woodstock or Fredericton on the TransCanada Highway;
• Available commercial and industrial land;
• Reasonably priced waterfront properties;
• Clean air, blue skies and clean water; and
• Rural environment suitable for horses.

Throughout the meetings, participants brainstormed about potential areas of growth and development in the region. Some of those suggestions follow:

• Market our facilities and services;
• Develop strategies to increase our population;
• Establish a "Welcome Wagon " for new citizens (Post Office to inform Town Council);
• Update the brochures for the area;
• Create an inviting community image;
• Invite foreign exchange students;
• Utilize existing facilities (the schools) as community centres;
• Learn from other towns and villages;
• Connect to Ministerial Associations;
• Link with the Mactaquac Chamber of Commerce avoid duplication of services;
• Create a Service Book for the area;
• Build a car wash and Laundromat;
• Expand the waterfront park;
• Hold a summer festival with musical entertainment and drama/comedy shows;
• Invite the people who live in the area to work together to make change and to share their gifts and talents. Set up a means for them to communicate with each other;
• Reinvest in the local area; buy locally and market locally;
• Create a common vision and then put together a plan of action;
• Develop strategies to increase the population; and
• Advertise the area using various media.

Participants talked about the need to increase the number of activities geared toward the youth of the area. They suggested that the area needs a skateboard park, and a play park for the younger children. They talked about including the youth in all community events, listening to youth priorities, and asking youth what kinds of recreational or charitable work in which they might like to be involved. The town council needs to consider zoning for the activities that are planned to see if they can be done within the town limits and on good sites. If not, the activities might be developed in one of the surrounding villages.

It was also noted that there is a need for more structure to development plans. There needs to be more attention to the issues and that the community needs to be organized to action. The strengths and the skills of the citizens in the area need to be identified and utilized in the journey toward growth and development. The area needs to develop a common strategy for current and future growth.

Participants discussed the idea of promoting the area to seniors and retired people. Many of the desired services are here and others would surely follow. Families often follow seniors to live close enough to visit them. Local entrepreneurs in the town have already begun to build some new housing for seniors and the village of Millville is making plans to build a nursing home in their area.

An inter-generational community benefits all citizens, especially young families living away from their parents and extended families. Most new neighbours are warmly welcomed and bridal and baby showers are common. "We support young families as they start out together." During family tragedies (death or illness) neighbours and local businesses give from the heart to aid a family in need.

Other areas of improvement discussed by participants were:

• Eco-tourism;
• A really good restaurant;
• Improved customer service;
• A snack and toilet facility on the waterfront for boaters and tourists;
• A tourist kiosk;
• An information booth near the access to the TCH;
• Canoe rentals - a canoe club - we already have the facilities;
• More investment in the arts and culture;
• Volunteers - value them, provide incentives, provide appreciation rewards;
• Community events like the Farmers' Market;
• Music at the Bandstand;
• Visibility at trade shows in Fredericton, Moncton and Hartland;
• Links to the community college system;
• Increased vacation facilities;
• More industry and more tourism;
• Service New Brunswick Centre; and
• Public transportation from Nackawic to the urban centres.

Economic Assets
Nackawic has a pulp and paper industry that is back in operation. It may or may not be sustainable, depending on market prices. It now produces a high quality of Craft paper that is purchased by foreign companies. There is a lot of competition in the industry for this product and other countries are now producing the same product more cheaply. The owners of the mill are in the process of changing to a new product that is used in the development of rayon fabric. The raw material will be exported to India where it will be made into fabric and then into garments. Recently, the owners published an article in the newspaper that basically told the residents in the area not to be worried. They stated that they have a good market for the product and the mill will be in operation for a long time.

The Mill provides employment for woodlot owners, mills of all types, trucking, cutters and planters, thinners, silviculture and artisans. Still, people in the area in general, and participants in the Asset Mapping meetings in particular, warn that we should never again depend on just one industry. They made suggestions about diversifying the forestry industry and building on the current business with some spin-off companies. Woodlots are sustainable but they need market place support.

Participants believe that industry is the backbone of any community and there are several industries that are smaller than the mill but do provide employment for many people. There is a call centre that is expanding rapidly, and other small industries including: Nackawic Mechanical, Valley Machine Works, Log Home Construction, Poker Chip Plant and the Trucking industry.

Farming in the area provides food and is a sustainable business, but it needs people to buy produce. It provides jobs for people and is becoming a value-added business in terms of the move toward organics. A "Buy Locally" campaign would be helpful.

Some participants felt that we need more development near the new highway. They listed several ideas that they felt would entice people to stop and then learn what the area had to offer. Such establishments should be situated at Exit 231 where the new highway meets the old road. They believe there should be a service centre with a gas station, a restaurant and a bakery attached, a Tim Horton's and a place to have local farmers and artisans display their wares. One participant stated, "We need something like the Masstown Market Concept."

These same participants felt that more promotion of the area was needed, including more signage on the highway. The participants felt that government sign with symbols for washrooms and tenting were not adequate. The Scenic River Valley Drive needs promotion with signs to encourage people to drive along the river. Property owners along the scenic loop need to remove the bushes that obscure the river from view. There is need for branding that would get to be well known over time. These ideas would require a great deal of community support, public education, a "shop at home" attitude, and a willingness to work towards these goals.

In every session that was held in the area, the economics of the region were discussed in length and many ideas were shared - both the needs and the possibilities of what could be done to stimulate the development of small businesses. Some of those ideas are recorded here:

• Promote the trades to the young people in our community;
• Use by-products left by the Mill and the forest industry;
• Make and use organic fuel;
• Support local skilled people rather than buying services from the urban centres;
• Employ scouts who would go out looking for business contacts;
• Utilize the vacant buildings and mall space that already exist;
• Invest in a pellet plant - locals could sell wood chips, bark and cardboard to the plant, and perhaps could become shareholders in the enterprise; and
• Sell the idea of living in Nackawic for new employees at the Mill (a tax break).

Some of the threats that were seen to this economic development were: the high energy costs, the rising tax costs for individuals and small business, the cost of advertising, our dependence on the Americans, our dependence on tourism and our innate sense of humility. "We must get out there and sell ourselves. It is not wrong to promote what we hold as valuable."