Kings County Citizens Want a Mayor

Have your heard that two of three Kings County residents have a strong preference for electing a Mayor for Kings County in 2016? Consultants surveyed 386 randomly selected residents this fall and found people want to elect a Mayor, even though they were informed that once the switch to Mayor is made there is no way to revert to the Warden system.

This could mean that when county voters head to the polls in October, 2016, they will be marking their ballot with a choice for Mayor as well as a choice for councillor. In other words, the people, not councillors, will choose who will lead and represent the county.

A citizen initiated petition, delivered to council in October, also showed strong support (600 plus signatures) for electing a Mayor for Kings County. Pierre Clouthier, a resident of New Minas, presented the petition results. He used a graphic of a horse and buggy to illustrate why it is now possible to leave the “outdated” Warden system behind.

When Kings County was incorporated in 1879 and Kentville was incorporated in 1886, counties elected Wardens and towns elected Mayors. 

Why? According to Clouthier reasons were practical and related to travel constraints. It was the time of horses and buggies and rutted roads. It was therefore impossible for Mayoral candidates to campaign in all areas of the county. 

Towns didn't have this geographic problem so residents were given the advantage of electing their own Mayor. More than 100 years later, with cars, faster mail, and social media, county candidates for Mayor can campaign county wide.

The most negative opinion I heard at one of the public consultation meetings about the current Warden system was this... Becoming a Warden can push people to “make backroom deals”. Once a simple majority of councillors is drawn to a Warden a voting block can be produced. Agendas can then be controlled and perks provided to those districts represented by members of said voting block.

In contrast, a successful Mayor must put a platform before voters. A Mayor provides an independent leader who, once elected, is responsible to all residents, more so than councillors. More transparent representation and fairer application of the general taxpayer's dollar may have a better chance.

Fewer districts are also likely to be recommended by the consultant based on survey results. Council will vote on the number of districts, 8-10 (versus the current 11 districts), as well as the change to a Mayor (versus remaining with a Warden) no later than mid January. Council's decision will then be further examined, approved or adjusted by the Utility and Review Board. Please do not hesitate to be in touch if you have any questions or comments.

Kings County Residents are saying: “Leave Warden System Behind” and many are inclined to reduce the number of councillors too. 

Please do not hesitate to be in touch if you have questions about this or any other council or community issue. 902.670.2949.

Survey Monkey... A way to have your say at MOK!

Survey One: About the number of councillors and if electing a mayor is a good idea

A marketing consultant in Bedford is conducting a random telephone survey of County residents over the next month. Residents are being urged to cooperate if called. About 300 responses will be registered by the consultants. 

All residents have an opportunity to provide opinions on the say types of questions... number of councillors, if Warden or Mayor leadership is best.

The Survey can be found if you follow this link at Survey Monkey... a free online survey service.

The survey takes about 5-minutes.

Regional Governance Study for Kings County

Hot on the heels of news about discussion opening between the Chair of the Village Commission of New Minas and the Mayors of Kentville and Wolfville, the Warden of the County finally brought forward a timeline for the stalled study of regional governance. 

During Kings Partnership Steering Committee discussions it was decided that the study should be stalled until the province released its third year of fiscal condition data for municipalities across the province. That data was released almost one year ago. It showed the Town of Berwick's fiscal condition is the least robust among the four municipalities of Kings County.

Fiscal Condition Kings County.

Fiscal Condition Town of Berwick.

Fiscal Condition Town of Kentville.

Fiscal Condition Town of Wolfville.

It was a pleasant surprise at the October 1, 2015, Special Council meeting, to see the Warden move an addition to the agenda that introduced motions putting the study back into play. Prior attempts by other councillors had been rebuffed. I'm looking forward to seeing terms of reference by January 1, 2016, and having this necessary work proceed in the new year. To date, there has been 2-years of unnecessary delay.

Chronicle Herald article on Kings County Regional Governance Study.

A $10.76 Million Municipal Complex Defeated

A motion that would have seen 10.76 million dollars spent on a new municipal complex was defeated on September 1, 2015. Three councillors, the Warden and Deputy Warden voted for the expenditure (Best, Brothers, Ennis, Hirtle, Lloyd). Four voted against (Bishop, MacQuarrie, Raven, Winsor) and one abstained (Atwater). Six positive votes were required for this motion to pass. 

Councillor Atwater's eleventh hour doubt on his ability to decide whether to support this poorly founded motion is to thank for its defeat. His withdrawal from the horseshoe provided the opportunity we now have to find a better solution. 

Emails, meetings, and phone calls continue. Some discussion indicates that the motion was not so much defeated as stalled. I want to be clear that, for me, the overall project as it was envisioned, with its close to 11 million dollar cost, is now permanently past tense. I believe any attempt to rejig motions to allow the project to move forward, as was done directly following its defeat, would be unethical. District 3 constituents, as well as other constituents I have heard from are glad the motion was defeated.

I have many questions that need to be answered before the needed relocation project can be re-envisioned. I trust that we will now be going back to the drawing board. A workshop, unfortunately to be held behind closed doors, is scheduled for this Wednesday afternoon. A special council meeting is scheduled for September 22 to deal with the municipal complex dilemma.

Meanwhile, I have been assured that we have no contractual or verbal agreements that would place the county at risk if, or when, we move entirely away from the current project.

Council needs to set fresh goals aimed at a solution to our relocation problem. What was placed before us is best understood, despite the significant work that went into it, as a rush job. The hurry, hurry mantra we were under blurred the vision of too many and was not in the public's best interest. 

Below are some of the things I believe councillors need to have clearer answers to, if council is make a decision that can be defended to our bosses, you, the people of Kings County. 

With the September 1, motion behind us, we are now positioned to use the winter months to work towards a build that can start next spring. We can reset timelines by adding the extra 6-months permitted by the province for an exit date from our current location. That will provide a full year (April 1, 2016, to April 1, 2017) to complete the build. We will have the advantage and cost savings of a summer season building schedule to help the work along. 

Several things are on my mind right now...

Location
1. Do we continue looking at building on the land in Coldbrook or do we re-examine the tenets upon which that decision was supported? (I have received strong support from many constituents for keeping the municipal offices in Kentville).

• Council was, at least this particular councillor was, left with the impression that there was a $45,000 cost avoidance if we moved out of Kentville... In other words, we needed to be in the county because we shouldn't pay "taxes to the town". But now I'm hearing that the annual costs are much less than $45,000 and that the annual bills for our current location are largely tied to the rent paid by the Department of Justice. An accurate detailed description of "county payments to the town" could remove a key cost barrier to staying in Kentville. 
• Council was, I think, left with the impression that there was not a suitable piece of land available in downtown Kentville. That too appears to no longer be the case.
• Council was told it was too late to jointly address the need for new space for the regional library and the municipal complex. But the opportunity to revisit that appears possible.

2. Our public works and economic development staff have yet to weigh in on where the best location is from the perspective of:

• Limiting the distance that needs to be traveled to access or provide municipal services for most residents, businesses and staff. 
• Supporting economic development of our region.

3. A last location question can be asked from a regional planning perspective. Where should a new complex be built if a decision is made in the years immediately ahead to form a regional government (as more municipalities in our province are now doing)?

Affordability/Setting a Budget
4. The question of how much the county can truly afford to invest in a new municipal complex has yet to be answered satisfactorily
5. Are there any investments in a new municipal complex that could be made at this time to help increase future economic development opportunities? For example, should the small business hub being called for by entrepreneurs and small businesses be included at the complex?
6. What would the cost implications (likely savings) be if we co-located with the regional library?

Net Zero Energy Goal
7. I would like to hear directly from experts in the "green energy" sector about the pros and cons of building to the Net Zero standard, in 2016, in Nova Scotia. For example, what are the possible maintenance costs for such systems over a 20-year period or the costs of operation relative to energy savings?My initial reaction is to be very attracted by Net Zero, and the prospect of a federal Green Municipal Fund grant to offset its costs, but as discussions in the community have continued it is clear we need to know more.

We now have an amazing opportunity, presented to us when Wayne left the horseshoe, to give this project the sober, second thought it deserves. 

Councillor Atwater has proven, again, to be no-one's dummy. For that, I'm thankful.

Centreville Park Update

Last night we gathered at 6 PM at the park with a mission to lay sod around the perimeter of the new playgrounds. 

This was the finishing touch to a large playground project that couldn't have been completed on time and on a limited budget without an extraordinary squad of community volunteers. Official Opening is August 22.

The donation of valuable time and skills was crucial to success every step along the way. It's beautiful. It's well-used. It's a testament to the "yes we can" attitude of this amazing community. 

A few yards of sod short? No problem. Evan Smith (on vacation) will go pick the remainder up with his truck and lay it today. Can't let vacation time get in the way of helping. Today's rain afterall is a bonus that is helping make the new sod happy!

Installing this playground was a key part of the park's renewal project. This project started with community consultations by recreation students from Acadia. Next project will be on stream soon... An outdoor learning centre, new bathrooms, and a brand new trail from the parking lot to link all the new amenities together. While the playground project drew minimally, but thankfully, on municipal funds, the next will be completed with a zero draw on property tax dollars. Well done Centreville!

August 1 Fundraiser at My Home Raised $1821

 “Colour Us Green” Backgrounder

The Project

This community-based, action-oriented project has been several months in the making and is currently underway. It aims to create positive environmental change in the small, tight knit community of Meadowview and beyond. Meadoview is nestled between a regional hospital, the Cornwallis River and a closed landfill site.

For decades Meadowview hosted the “dump” that served both town and county residents. This resilient community of just under 100 homes was so often littered with garbage falling from trucks or retrieved by residents for scrap that it was the subject of ridicule and slurs. The dump was closed in the 90s. Subsequently, contaminated water created the need for the installation of public water system and household wells were abandoned. The community has steadily rebuilt.

Now, twenty years on the community has launching its Colour Us Green initiative. The goals include: finding ways to economically green the area's homes; its community centre; as well as studying the feasibility of transforming the 20-acre brownfield site created by the landfill closure into a green energy generator.

The Partnerships

This work has been launched by the Meadowview Community Development Association and in partnership with:

1. The Clean Foundation;
2. The Nova Scotia Community College; and
3. The staff of the Municipality of the County of Kings

The Expected/Potential Results

1. A rewarding and very relevant work term placement for a student in the Nova Scotia Community College's Energy Sustainability Engineering Technology (ESET) program.
2. Recommendations to the Board of Directors of the Meadowview Community Development Association regarding how best to green its 100-year old building that operates as a busy community centre.
3. A feasibility study that will determine the economics and steps required to use a 20-plus acre landfill as a site for a solar energy farm. Biogas will also be examined although it is unlikely that the site produces enough methane to be viable as a green energy source.
4. Creating the possibility of a large economic development opportunity for the community and county through the transformation of a brownfield site. While this large acreage's life as a dump is long gone, and surrounding properties have greatly improved, some stigma lingers. Economic development in the community of any scale would be welcome; however, establishing a green energy site would have the advantage of introducing an initiative of significant scope that could launch the first large green economy initiative for Kings County.

The People and what they say about “Colour Us Green”

Joe Benjamin, President of the Meadowview Development Association:

“This project will focus positive attention on our community and could result in a large economic project in the years ahead. Our goal is to bring much needed jobs to our corner of the county. It's a huge bonus that these jobs could put us on the green economy map for Nova Scotia or even the Maritimes. That would be a big step up for us because after all these years we are still often identified with the many negatives of being neighbours to the landfill site.”

Ryan Ferdinand, NSCC ESET Student, is a recent graduate of Environmental Science, Mount Allison University:

“I enrolled in the ESET program at NSCC to gain skills I needed to become part of the green energy workforce. A central interest for me is how local communities can generate and use renewable energy locally, so this opportunity to have a job placement within a community development project of this scope is awesome.”

Dr. Wayne Groszko, NSCC Faculty in the Energy Sustainability Engineering Technology (ESET) program, key advisor for his student's work placement has been advising the community on its energy goals since the fall of 2014:

“At a first glance, we estimate that solar energy on the top of the closed landfill could supply the equivalent electricity needs of about 250 homes. This study will fill in the details of how much and how it could work.”

Pauline Raven, Municipal Councillor for District 3, is hosting of the August 1, Noon to Midnight, fundraising event. Rain date is August 2. This event addresses a funding gap for the project with any excess helping with green retrofits to the Meadowview Community Centre. She and her partner are looking forward to a steady turnout on August 1 at their 1494 Pereaux Road cottage in Delhaven. Raven introduced Dr. Groszko to the board members of the Meadowview Community Development Association after a discussion indicating an interest in exploring ways to “green” the community.

The Colour us Green project is a bold example of what the Ivany Report calls upon Nova Scotians to do---“Move the economic ball wherever they can.”

Playing it Forward

The project includes public presentations and discussions of the project and its results. The association plans to share its work on greening the community hall with other Kings County Hall Associations. Bullfrog Energy has expressed interest in helping the Development Association fund green energy upgrades.

The Meadowview Development Association is also supporting a Property Assessed Clean Energy initiative to make residential energy retrofits more accessible to lower-income households. This project was referred to the Municipality of the County of Kings Budget and Finance Committee. The association is waiting for recommendations to come to council chambers.

Clarification regarding potential suspension

Motions related to the suspension of myself and two other councillors from committees is in the media at the moment. I want to clarify, particularly for constituents of District 3, that should these motions pass they will not impact my community-based work.

My attendance at community and government meetings and committees related to key projects I work on with you were never "council committees" and never were eligible for travel reimbursement. These projects are where I mostly connect with residents. I truly appreciate and enjoy this work and it will continue as needed regardless of whatever attempts the majority block at council take to curb my connections with community. Some of this work includes:

• The new wharf at Halls Harbour;
  
• Speed limits in Centerville;
  
• Centreville Playground;
  
• Centreville Days;
  
• A new crosswalk and crossguard program for Aldershot Elementary;
  
• The feasability study for a solar farm at the Meadowview Landfill site (and other clean energy initiatives);
  
• Choices for Youth
  
• Retrofitting of social housing;
  
• Strengthening protection for agricultural land;
  
• Etc.
  

On the other hand, the council committees I serve on and could apparently be suspended from are: 

• Kings Transit; 
  
• Grandview Manor; and 
  
• The Joint Fire Services Committee that works to coordinate the work of the Kentville Volunteer Fire Department on behalf of Kings County and Town of Kentville residents.
  

For those of you interested in the details of these disciplinary motions that were placed on all Councillors' desk (for us to discover upon arrival at the Council Meeting on Tuesday, July 7) read on.

There is also some background information below that was received from the CAO about 2-hours prior to council.

As the night progressed the motions weren't addressed. The Warden decided that in the interest of the shortness of time available on July 7 they would be dealt with at a subsequent meeting.

If the motions had come forward I would have raised a Point of Order asking Warden Brothers to declare the motions out of order. In effect regardless of whether in practice, procedure or law these motions have a solid footing, they are best understood as yet another bullying tactic to silence dissent within lead by those who, in my opinion, appear bent on having democracy run amuck!

The Motions

"Council suspends the appointment of Councillors Bishop, Councillor Winsor, and Councillor Raven from all committees for six months effective immediately."
"Council prohibits Councillor Bishop, Councillor Winsor and Councillor Raven from submitting travel claim expenses for any meetings or conferences that they attend except for attendance at Council meetings effective immediately."

CAO's Background Info

Council has passed the following motion: "To direct the CAO to bring back a plan by September to go forward to react to the issue of Councillor walk-out." Given the time challenges that we are facing this evening with the inclusion of a Public Hearing and a Public Engagement Session in addition to Council, I am providing this email as an update (which will be repeated at Council this evening). I have spoken with our former Municipal Advisor, now Executive Director I believe, and we discussed the matter.  He agreed that the options available for Council include removing councilors from committees and not permitting travel expenses for meetings and conferences (outside of council meetings). Given that Council appoints members to committees, Council has the authority to remove members from committees.  Likewise, as Council approves travel to expenses for attendance at meetings, conferences, etc, Council can not approve those expenses. Any plan going forward would involve a decision of Council and, if any action is to be taken, then it appears that the options are to: suspend committee appointments and prohibit reimbursement claims for travel. The Walkout The walkout occurred on June 16 and was aimed at delaying a decision to purchase land in Coldbrook. Three of us excused ourselves from the in camera proceeding. That left only five councillors present and nixed the possibility of a vote.

This delay tactic was aimed at sober second thought on the pending decision. Our "antics" did not sit well with Warden Brother's apparent voting block of six on this particular matter. While Atwater, the sixth and crucial vote, was absent, he was available to return and vote two days later. That day became one of reckoning. Deputy Warden Hirtle, read a long, prepared vengeful speech and called for financial punishment of the councillors who had delayed the vote. Why a decision on the potential purchase of the Coldbrook land from Loblaws could not wait two weeks until council's regular meeting is still puzzling to me. But what seems clear is the lack of room in this county's governance's style for transparency, public engagement, and evidence based decision making. As always, do not hesitate to call if you have any questions or comments. I can be reached at 902.670.2949.

Potential Relocation of Civilian Airport to 14-Wing Greenwood Delayed

After 2-hours of in-camera discussions at the July 2, 2015, special council meeting the Warden would permit only one motion­:

“That Council direct the Warden, Deputy Warden and Chief Administrative Officer to meet with the representatives from Waterville Airport Cooperative Limited and the Freedom Aviation Society to discuss the temporary relocation of aircraft from the Waterville Airport to the Digby Annapolis Regional Airport and to report back to council as soon as possible.”

After this motion passed I sought permission to put another motion on the floor but this was blocked by the Warden. Given that the majority of councillors do not question the wishes of the Warden, it would have been unlikely that this motion would have succeeded but the motion I saw as necessary was:

“That, in the event that the date for the purchase of Waterville airport lands by Michelin be pushed further into the future, Council direct the Chief Administrative Officer to bring a recommendation to council regarding an extension of the date of closure for the Waterville airport.”

Councillors, or at least this councillor, entered this in-camera session without any prior information about the several items and updates to be shared. Council was also without the benefit of legal counsel during the in-camera meeting.

Residents deserve a public discussion of the current status of the airport relocation project. This needs to include information regarding the status of the Michelin purchase, the delays and/or potential at 14-Wing Greenwood, and any other items those with first hand knowledge of our current municipal airport deem necessary. 

My opinion is the time to look at sites other than 14-Wing Greenwood for the relocation of a municipal airport is well overdue. Kings County is letting the economic development that other municipalities enjoy through the presence of civilian airports to pass it by. 

We seem to have completely lost sight of the fact that an independent study showed beyond a doubt that our municipal airport at Waterville was a significant generator of jobs, that it provided aviation training for youth and residents, that it was a draw to the area for new businesses, that it provided service to existing businesses. Overall, it had great value to the Kings County economy. 

While the relocation was tied to an expansion of Michelin we need to create a win-win by halting our neglection of the pressing need for a stellar civilian airport for the Kings County. Perhaps we should be talking to West Hants about a partnership as all indications point to the need for a site within a 1-hour or less drive from Halifax.

Reporter Kirk Starratt has posted this article regarding the July 2 meeting.

Pamala Pick of Centreville knows Literacy Changes Lives!

From Literacy Nova Scotia

Pamala Pick, from Centreville, was awarded the Nova Learning Inc. Nova Scotia Learner Award for her dedication and outstanding achievements. The 39-year-old single mother of two has faced many challenges, but with dedication and support from her instructors at the NSCC Kinstec Campus, she persevered. 

“She is the type of student that Literacy Nova Scotia is all about, and she is the type of student that makes a teacher excited to come to work every day,” says Pick’s instructor, Trevor Capern, with tears in his eyes. “After one year, I had instructors from post-secondary programs at the college coming to me telling me that Pam was teaching their students how to write effectively.”

Pick will receive her high school diploma in June of 2015. She has been accepted into the Community Disability Supports Program at the NSCC Kingstec Campus. “This experience has changed my life, and I can now walk into a room and hold my head high.” 

Nova Scotia Power and Food Replacement Post Outages

In November 2014, thanks to the Town of Shelburne, the Union of Nova Scotia Municipalities passed a resolution aimed at having our Province "develop a provincial program in conjunction with Nova Scotia Power and all municipal utilities [a few towns still have their own power utility], to compensate low income individuals and families for food losses incurred due to power outages of more than 24 hours."

I was there when the resolution passed and witnessed strong support from elected representatives from many counties and towns across our province.

Six months later, the Province, through Community Services, has just responded, ever so weakly. 

It appears they are in no rush to act. But it looks like they would join in if some-one else takes the lead. Notably, the motion called on the province to develop a province-wide program.

It looks to me that the Province's preference is to sit on things until some-one else initiates a discussion or takes a next step. The resolution that so clearly asked for the Province to help vulnerable people got a typically bureaucratic response. 

It's responses like this that cause people to believe government is there to serve corporations, not the little guy or gal with freezers that represent their life-line to food security. This type of wishy washy government response allows a corporation seen by most as a big, greedy, highly profitable monopoly to continue to be unaccountable for the economic whack a power outage represents to many families. 

The cause of these power outages has repeatedly been tied to a lack of proper maintenance. Clearly, NSP could mitiagate the expense of compensation by limiting outages through increased maintenance. Our Province's response is woefully inadequate.

Of course, Province, the compensation should come from NSP. But this can't happen without your in the lead role. The required result should be a compensation package ready before the next storm season. The "discussion" should be a short one between you and NSP. It should be argued that all households be eligible, but could start with attending to the needs of those who are most economically vulnerable. After scores of years as a poverty rights activist my interpretation of your response is that your intention is to do a little bit of nothing and only if some-one pushes further to see you do that. The text of the Province's response is below.

"The Department of Community Services currently provides relief to eligible recipients of the Employment Support & Income Assistance program in times of emergency including lengthy power outages. Yet there are many more low-income Nova Scotians outside the ESIA program and the jurisdiction of the department—working poor and seniors.

At a time when the Province is calling for fiscal restraint, and progressive corporations are recognizing the value and goodwill to be gained from being socially responsible Community Services would propose that any program to compensate low income Nova Scotians for food replacement costs to power outages of more than 24 hours be fully funded by NSP.

The department would be prepared to participate in these discussions, share experiences and administrative data."

2015-16 Budget Approved in 7-4 Vote

April 14 2015

Low growth in the County of Kings residential property assessment and a substantial decrease in commercial property assessment leaves our municipality, for the first time, with less tax revenue than needed to keep pace with base expenses. These base expenses are often referred to as mandatory expenses by administrative staff. However, these could be decreased over time with appropriate notice and planning to realize savings.

This year, under the direction of a reconstituted Budget and Finance Committee, council also approved a new process for approval of grants to organizations and service partners.

It is notable that in 2010 independent management consultants recommended the Finance and Budget committee of that day be immediately abolished. The report stated the opinion that: “detailed discussion of finance and budget matters” are “important issues which should be discussed by council as a whole.” (Page 5, HR Management Group Organizational Review Report, April 2010).

The new Budget and Finance Committee appears to show at least some of the traits cited in 2010 as reasons why the prior committee ran amuck:

• several hand picked councillors serving on the committee
• (potential for) intrusion on what is normally the responsibility of administration
• micromanagement of the day-to-day affairs of the municipality... consultants question... “what expertise, if any, does any member of the Committee have that the CAO, the Finance Department and the Municipality's Auditor do not?” (Page 5)
• taking over a normal function of Committee of the whole, in terms of detailed discussion of finance and budget matters and making recommendations to council
• councillor lobbying (behind scenes for funding during this year's budget process) in open disregard for the duly accepted process that is open to the taxpayer

It's notable that on March 16 the operational draft budget, prepared for council under the guidance and motions of the Budget and Finance Committee had several troubling characteristics. These included deep board cuts to external organizations but little in the way of internal operational adjustments. Despite the attempts of non-budget-finance-committee-member councillors to amend some of the most troubling aspects, no changes proved possible. Nor was there any appetite to challenge the administration to sharpen their pencils and find internal savings. Eventually, the operational and capital budgets moved forward undisturbed by debate in chambers. Here is the result of the 2015-16 budget approval:

1. A process brought into play that removed all operational grants related to community-based service provision from the base budget and requiring 50 organizations to present detailed budgets. Yet, the Budget and Finance Committee, did not take into consideration these details or the disparate needs of each organization. Instead B&F applied and recommended three categories of “across the board cuts.
2. Seven organizations with a wide reach in every district of the county, previously funded for part of their operations, denied in this budget. These were:

• Coastarts Association
• Eastern Kings Chamber of Commerce (visitors centre, promotions)
• Echo Kings Action Team
• Halls Harbour Community Development Association
• Kings Volunteer Resource Centre
• Senior Safety Program of Kings County
• Valley Child Development

3. Zero increase over the prior year for all 13 fire departments. Many were looking for relatively small amounts of additional funds to equip and train new volunteers. As well, valuable data generated by the Manager of Protective Services (subsequently demoted to a Supervisor of Protective Services) was set aside. That data challenged council to examine factors related to the costs of fire protection that were escalating dramatically at several departments.

• Five of 13 asked for increases of 20 percent or more.
• Two asked for an increase of more than 50 percent.
• One requested an increase of 90 percent.

Without the courage to treat departments according to their needs, or to rationalize services council is not ensuring effective and efficient use of our tax dollars nor are we ensuring that the risk to our volunteer firefighters and our residents is minimized.

4. Zero percent increase over prior years for grants to support community halls, parks and recreation; and community economic development.
5. 20% decrease in previously allotted funds that were to be paid over several subsequent years. This impacted 13 organizations that council or previous councils had committed capital or operational funds to as follows:

Capital

• Kings Mutual Centre
• Glooscap Arena
• District 1 Multicomplex
• New Minas Recreation Facility
• New Minas Splash Park
• Royal Canadian Legion Kingston
• L'Arche Homefires
• Hantsport Library
• Valley Hospice

Operational

• Valley Search and Rescue
• Kings Point to Point
• Trans County Transportation Society
• Landscape of Grand Pre

Interestingly, the county's commitment to two of these organizations is conditional on both federal and provincial governments committing funding. This commitment has not materialized, but an appeal to skip a year of placing funds in reserves to address pressing needs was denied.

The 2015-16 budget should have been a time of reckoning for this council. Changes in revenue certainly provided a loud warning to stop coasting and to start getting our operations in order in preparation for the lean years that all reports say are ahead. We are seeing signs of a decline... Decreased development... businesses closing... out-migration of youth and young families evidenced by significant decreases in school enrolment... the greying of those of us who stay.

Has council, as a whole, put its head in the sand? There is evidence that it has:

1. The Budget and Finance Committee set aside three full days for its committee members to delve into all the details related to the applications made by organizations and other operational expenses. Delving didn't happen. Before 3 PM of the first day the committee had approved the budget prepared under the direction of the Budget and Finance Committee by staff.
2. When the operational budget was brought forward for deliberation by Committee of the Whole every amendment tabled was defeated... Even an amendment to add a CPI increase to the small grants available to community halls and parks. The cost would have been about $3,000.

The result of the speedy passing of the operational and capital budgets at the committee level is indicative of the budget delivered up to council for a speedy approval. The budgets are on time and as drafted. The dye was cast at Budget and Finance and it coasted to a pre-determined end result.

The blunt strategy of balancing the budget was done on the backs of outside organizations that are best understood as service partners providing valuable services at a fraction of the true cost.

The start of a proactive plan to help us move from these times to better, more sustainable times needs to be initiated. Good times, we have been told will only come if we act now versus later or never.

It is with regret and deep disappointment that I woke this morning knowing that I would have to enter chambers to oppose the passing of this budget versus coming in to celebrate a job well done on behalf of Kings County residents. We've used unsustainable practices to gain a balanced budget for one more year. It's my firm belief this budget represents a dereliction of duties to our service partners and to the communities and people councillors were elected to serve.

In the months ahead will we see some of the community organizations that this budget has treated most poorly compete within small grant envelopes. These organizations, important as they are to this county's social and economic well-being, will be queued alongside scores of others looking for dollars to help their communities thrive.

Pauline Raven, Councillor District 3, Municipality of the County of Kings

902.670.2949

Kings County CAO Streamlines the County's Management Team

Tom MacEwan, CAO for the Municipality of Kings, continues the struggle to put Kings County on track.

Completely new governance structures have been recommended within the "Now or Never" Ivany report where commissioners "... heard frequent complaints about multiple levels of government, each with different strategies and programs, without any apparent consideration for aligning policies."

Perhaps, real change won't come until there's a clean sweep of council to eradicate the iron grip of the status quo.

Kirk Starrat provides his overview of the current change: "County of Kings Cuts Two Management Positions" and he has linked this streamlining to a previous 2010 restructuring: "Huge Shake-Up at County of Kings". The outside counsultants in 2010 noted the need for restructuring is "not unusual in municipalities, but the severity of the issues in Kings is not typical."

Young Women and Local Politics---Increasing Participation

In October 2013 with funds from the Union of Nova Scotia Municipalities Councillor Bishop, VanRooyen and I organized a forum to celebrate Person's Day. Over fifty elected women and girls in from local schools, universities and municipalities attended. 
The Federation of Canadian Municipalities has just published a great piece of participatory action research!

Removing the Barriers to Young Women's Participation in Local Government


This guide is addressed to young women who would like a "head start" group in their community and to municipal councillors with an interest in seeing more (young) women enter politics.I recently bumped into a travel writer who travels the globe and watches politics in Europe and North America. He offered this as the greatest problem in local governance:

"The iron grip of the status quo."


The status quo is not good for communities, for women, and for young women in particular. There's a democratic and demographic deficit. What would change look like if a good number of young women entered council chambers in the years immediately ahead?

The presence of Councillor Emma VanRooyen at the County of Kings is a demonstration of the wisdom that brings and the types of change we could see if more "Emmas" ran for political office.


I've sent the guide off with a note to all those who attended in 2013. I hope it will inspire interest in exploring this topic and using this guide. It was great to have a database of young women to contact. Now, my fingers and toes are crossed that a few will get in touch.

Halls Harbour High Tides

The Halls Harbour Wharf Authority has been working consistently with federal and provincial departments to bring much needed road and wharf upgrades to the community. It never fails to amaze how much the extraordinary residents of this county do on a completely volunteer basis to address community needs and economic development. It's humbling. 

This photograph captured by the webcam (installed and maintained through the volunteer efforts of the HH Community Development Association) was taken yesterday. 

Climate change promises to bring even higher tides in the years immediately ahead. Changes in lobster growth may be an early indicator according to scientists.

Halls Harbour at High Tide February 19 2015
Second Highest Tide of the Year According to Blomidon Naturalist Calendar
Highest Tide of the Year is Expected September 29 2015

Now or Never --- 2015 Priority for Kings County Council

To date, our council has given little attention to the work of the Ivany Commission's reports. Its interim "Shaping our New Economy Together" report and final "Now or Never" report were released May 2013 and February 2014. 

Both reports take on a tone of desperation but also hope. According to the commission's finding if leaders acted NOW a healthy economy and wealth for individuals, families and businesses would result. Otherwise, our decreasing demographic and failing economy will bring worse economic outcomes than ever before. To delay is to fail.

Here are some excerpts underscoring what the report says and why I believe our council needs to prioritize its response. By stepping up to the plate to play their best game to date, the leaders of the towns and county of Kings can support the local and Nova Scotia economy. This is a game that calls for full participation and effort as the end result will be crucial.

All the quotes below are taken from the interim May 2013 report... of almost 2-years ago. Kings County council has yet to debate this report's recommendations or those of its sister NOW OR NEVER report of February 2014.

• “The need for improved governance was a message we heard from all corners of the Province.”
• “Nova Scotia will need robust economic growth (and corresponding tax revenue growth) over the next 20 to 30 years just to maintain the existing level of public service and infrastructure expenditure.”
• The Ivany “Now or Never Urgent Call To Action” has made it clear we are facing a decline in our standard of living and that one of the barriers to progress is our ineffective municipal governments. The report recommends the government initiate “a comprehensive review of current municipal structures” and that “the review should build on the analysis and advice generated by previous studies and panels, ranging from the Graham Commission through the recent Towns Task Force…”.
• “The economic and population challenges we now face in Nova Scotia, and dramatically so in our rural regions, demand new vision, innovative approaches, greater collaboration and a greater willingness to take on the risks associated with economic change and progress.
• Change in society begins with the leaders. Being respectful of one another, expressing trust in our institutions and in our fellow leaders in different fields, and avoiding parochial and unduly partisan considerations, are crucial starting points. We can also do better at planning and decision-making on our investments of money, time and expertise in pursuit of economic growth.”
• “Governance Issues – The need for improved governance was a message heard from all corners of the province, linked with calls for breaking down real or perceived barriers to prosperity. There were suggestions for innovations and solutions to address the challenges, and frequent complaints about multiple levels of government, each with different strategies and programs, and insufficient commitment to aligning policies.”
• “The size and role of governments were dominant themes in comments heard around the province. It was suggested that our small province has a disproportionately large public sector made up all levels of government."

GOAL 18 speaks directly to municipal governments... "REFORM OF MUNICIPAL GOVERNMENT AND REGIONAL SERVICE STRUCTURES... Once the development plan described above is in place, the provincial government will immediately initiate a comprehensive review of current municipal government structures and of federal and provincial regional service delivery systems, improving efficiency, cost effectiveness and community engagement. This work will be guided by the following considerations:"

• Development of the strategy should be supported by appropriate public and stakeholder engagement.
• The review should build on the analyses and advice generated by previous studies and panels, ranging from the Graham Commission through to the recent Towns Task Force, the review panel on Regional Development Authorities RDAs), the Schools Review Process and the provincial government’s consideration of shared services options.
• Prime objectives for restructuring should include: Greater service efficiency and improved “value for money” for taxpayers; A critical evaluation of the fairness, effectiveness and sustainability of the current distribution of service responsibilities between the provincial and municipal levels; Greater engagement of communities with regard to economic development planning; Improved incentives for entrepreneurship; The integration and streamlining of services to business; Reductions in regulatory burden; The better alignment of tax policies with economic growth objectives.

From Page 53

• “The Commission believes that mobilizing an all party, multi-partite effort to develop a comprehensive economic development plan and to accelerate the restructuring of regional government services and municipal government is essential if we are to achieve long-term economic growth and renewal in Nova Scotia. The chances of success in these initiatives are much diminished if the different political parties, in government and opposition, and the major regional interests and sector groups are all pulling in different directions and not supporting a unified project to turn around our future prospects as a province.”
• “Municipal reform is of course an important vehicle for more effectively linking urban communities to their surrounding regions and sharing both the costs and benefits of economic development more equitably. Similarly the Regional Enterprise Network model provides a new and potentially powerful vehicle for coordinating the development efforts of different jurisdictions and generating greater cooperation and policy alignment across the province. An immediate task for rural leaders is to accelerate both areas of development and to become willing partners in building a more focused and unified governance for the province.”

Note. Our region's REN has been established but as yet there has been no update to our council on its activities.