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.