Vitalizing Judique - An Asset Map

COMMUNITY ASSET MAPPING

Go Forward Plan

VITALIZING JUDIQUE & AREA

Final Report March 2005

Judique and Area Development Association

JUDIQUE

Judique & Area – Strategic Go Forward Plan

Final Report – Judique & Area Development Association

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CONTENT

1 EXECUTIVE SUMMARY ............................................................................................................................1

2 THE SETTING ................................................................................................................................................3

2.1 PLIANT AND ENDURING - JUDIQUE ............................................................................................................3 2.2 DEEP TRADITIONS......................................................................................................................................3 2.3 COLLECTION OF DISTRICTS........................................................................................................................3 2.4 PERIOD OF CHANGE ...................................................................................................................................4 2.5 WILL TO VITALIZE - COMMUNITY CENTRE...............................................................................................4 2.6 TARTAN GARDENS.....................................................................................................................................4 2.7 CELTIC MUSIC INTERPRETATIVE CENTRE .................................................................................................5 2.8 PARTICIPATORY & FAR SIGHTED ..............................................................................................................5

3 PROJECT: PROPONENT & WORK PLAN.............................................................................................6

3.1 JADA-CLEAR OBJECTIVES .......................................................................................................................6 3.2 VISION........................................................................................................................................................6 3.3 MISSION .....................................................................................................................................................6 3.4 BOARD OF DIRECTORS...............................................................................................................................7 3.5 COMMUNITY SCAN ....................................................................................................................................7 3.6 CALL FOR PROPOSALS...............................................................................................................................7 3.7 STAKEHOLDER PARTICIPATION A PRIORITY ..............................................................................................8 3.8 CONSULTANT'S WORK PLAN .....................................................................................................................8

4 CAPACITY BUILDING ..............................................................................................................................10

4.1 INTRODUCTION.........................................................................................................................................10 4.2 CAPACITY KEY TO CIVIL RENEWAL ........................................................................................................11 4.3 CAPACITY EQUALS ABILITY TO PARTICIPATE.........................................................................................11 4.4 STRUCTURED ACTIVITIES GROW CAPACITY ...........................................................................................11 4.5 JADA INITIATIVES ..................................................................................................................................12

4.5.1 Focused ..........................................................................................................................................12 4.5.2 Collaborative .................................................................................................................................12 4.5.3 Fishery............................................................................................................................................12 4.5.4 Trans Canada Trail .......................................................................................................................13 4.5.5 Forestry ..........................................................................................................................................13 4.5.6 Infrastructure .................................................................................................................................13

4.6 VALUES....................................................................................................................................................14 4.7 CORE PRINCIPLES.....................................................................................................................................14

4.7.1 Flexible, appropriate to community needs and preferences.......................................................14 4.7.2 Decision Making: Participatory and Representative..................................................................14 4.7.3 Empowerment ................................................................................................................................14 4.7.4 Sustainability .................................................................................................................................15 4.7.5 Self Reliance ..................................................................................................................................15 4.7.6 Inclusion.........................................................................................................................................15

5 ASSET MAPPING OUTCOMES...............................................................................................................16

5.1 INTRODUCTION.........................................................................................................................................16 5.2 ASSETS - DEFINITION...............................................................................................................................16 5.3 PLANNING TEAM & PROCESS ..................................................................................................................18 5.4 WHOLE ASSET APPROACH.......................................................................................................................18 5.5 POSITIVE BY DESIGN ...............................................................................................................................19



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5.6 COMMUNICATIONS...................................................................................................................................19 5.7 TABLE OF STAKEHOLDERS.......................................................................................................................20 5.8 ADVISORY BOARD ...................................................................................................................................21 5.9 USE OF MEDIA .........................................................................................................................................22 5.10 VISIONING WORKSHOP..........................................................................................................................22

6 GO FORWARD PLAN ................................................................................................................................23

6.1 INTRODUCTION.........................................................................................................................................23 6.2 ASSET MAPPING.......................................................................................................................................23 6.3 CAPACITY BUILDING ...............................................................................................................................24 6.4 WILLED FUTURE ......................................................................................................................................24 6.5 STRATEGIC OBJECTIVES ..........................................................................................................................24 6.6 STRATEGIC DIRECTION (SD) ...................................................................................................................25

6.6.1 SD1: Population ............................................................................................................................25 6.6.2 SD2- Employment ..........................................................................................................................28

Appendences

Appendix A ............................ Exhibit I – Sample Meeting Agenda, Exhibit II – Sample Meeting Minutes, Exhibit III – Sample Monthly Progress Report, and Exhibit IV – Sample Minutes Internal Planning Team

Appendix B ............................ Exhibit I – Asset Summary, Exhibit II – Sample Questionnaires, Exhibit III – Contents Library Binders, Exhibit IV – Research Materials List

Appendix C ............................ Exhibit I – Sample News Release, Exhibit II – Sample Newsletter

Appendix D ............................ Exhibit I – Direct Mail: Stakeholders, Exhibit II – News Release: Stakeholders, Exhibit III – Presentation: Stakeholders

Appendix E ............................ Exhibit I – Direct Mail: Advisors, Exhibit II – Presentation: Advisors

Appendix F ............................ Exhibit I – Sample News Release, Exhibit II – Listing Print Media Stories

Appendix G ............................ Exhibit I – Backgrounder Visioning Workshop, Exhibit II – Summary Discussion Group 1, Exhibit III - Summary Discussion Group 2, Exhibit III - Summary Discussion Group 3



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JUDIQUE

Focusing community energy, engendering collaboration and instilling confidence and hope

1 EXECUTIVE SUMMARY

and area is special among rural Canadian collectives. Replete with character, strong traditions, a clear sense of history and self,

residents of Judique are manifestly determined to adapt to the realities of a global context in which change is a constant. In the process, they aspire to vitalize their community by building on its many assets, including strategic location, abundant resources and industrious people.

Progressive communities both rural and urban understand the value of planning in shaping a vision for the future. Practical blueprints for action serve to focus community energy, engender collaboration and instill confidence and hope. The Judique & area Community Development Association (JADA), a not-for-profit community advancement group, has undertaken to ready a go forward plan for the community. They have done so in the belief that a strategic directional document will have the effect of harnessing the collective energy of residents in addressing key challenges, conceptualizing meaningful projects and initiatives and finding means of implementation.

JADA understands that it is the residents of Judique & area who are the key determinant in the eventual success of a new vitalization plan. As a result, the association has taken considerable care to engage residents in a nine month long process that has given rise to a go forward plan. Development of community capacity followed a deliberate course, one in which awareness was heightened through a number communication methods, knowledge was transferred both formally and informally and structures were put in place to allow residents to participate at will.

There are several aspects of the planning process that are unique to Judique & area and none more so than asset mapping. Building on creative practices first adopted in Canada, in Ontario, JADA opted to look at the future based on the community’s many and varied attributes. Beaches, historic sites, people, facilities, organizations, culture and heritage attractions and businesses are just part of the array of bountiful assets that make up Judique & area. Together they represent opportunity. Therefore, JADA set out to shape a directional plan that focused on the utilization of assets in seizing opportunities ahead. Among other things, the association came to realize that Judique & area enjoys the advantage of a strategic location vis-à-vis the burgeoning Strait of Canso area.



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A plan appropriate to the capacity of the community

Beautiful coastal vistas, quality land and friendly people make the community a desirable place to settle. Therefore, in going forward a conscious effort will be made to position Judique & area in this way within target locations such as the Strait of Canso.

Vitalizing Judique, a go forward strategic plan, sets out two priorities: (i) stabilization of community population and (ii) employment. Separate tactics are articulated for each. In the case of population stabilization, the plan puts forth, (i) the need to attract Canadian migrants, in particular retirees; (ii) development of a land bank to facilitate settlement; and (iii) going forward with a seniors’ apartment complex. As regards employment, the plan recommends, (i) aggressively marketing the community, particularly in the Strait Area while building specific brand; (ii) establishing a recreational hunting preserve to attract tourists; (iii) constructing additional tourist accommodations and the opening of a complementary eatery; and (iv) finding a practical commercial use for a surplus school building.

JADA has fashioned a plan that it believes to be appropriate to the capacity of the community. It is a blueprint that has been developed to optimize success and is based on the considered opinions of not only community stakeholders but also an experienced group of advisors recruited from outside. A collaborative work, the plan is a living document that will change appropriate to altered circumstance.

Considerable information has been assembled as part of a protracted planning process. Care has been taken to organize inventories, reports, studies, maps, media reports, correspondence and research materials to facilitate easy access in support of a variety of community initiatives.

The key to Judique & area’s success as a community has been its ability to face change, adapt to it and prevail. This will be the community’s key to the future. Vitalizing Judique & area, the plan, is firmly anchored in the principle that community development is about people, and that its effectiveness will be determined by the extent to which residents mobilize and work collaboratively.



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2 THE SETTING

2.1 Pliant and Enduring - Judique

One of Cape Breton's earliest Scottish settlements, Judique, is on Route 19, the Ceilidh Trail. A pliant and enduring place with a deep sense of history, proud traditions and vibrant culture, Judique is one of a series of fiercely independent rural collectives dotting Cape Breton's western shores overlooking St. George’s Bay and the Northumberland Strait. The word ceilidh is Gaelic for party or gathering and Scottish traditions and Gaelic folklore. Both come alive in Judique and neighbouring communities. Route 19 or the Ceilidh Trail offers an array of stunning vistas of a rugged coastline, bays and inlets, lush hills and rolling farmlands. It follows the shores of western Cape Breton for more than 100 km from the Canso Causeway to the Cabot Trail. Of significance is that Judique is a mere 20 km from the Canso Causeway.

2.2 Deep Traditions

Creignish, Craigmore, Inverness, and Glenora are community names along Route 19 that along with Judique reflect the areas strong Scottish heritage. Large numbers of immigrants settled between 1770s and 1820s. They brought with them their Gaelic language and a passionate love of music. From these roots sprang up some of Canada's top musicians, such as Buddy MacMaster, Natalie MacMaster and the Rankins. These internationally recognized artists brought the Celtic inspired 'Cape Breton Sound' to audiences far and wide.

2.3 Collection of Districts

Judique: the origins of the name engender debate. A good many believe that it is a name of aboriginal origin meaning waters. Surnames within the community are predominantly Scottish such as MacDonald, MacEachern, Campbell, Chisholm, MacInnis, Gillis, MacDonell and Graham. To eliminate confusion it



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became necessary to distinguish residents according to a particular district such as Judique South, Judique North, Judique Interval, Rear Judique Chapel and Little Judique.

2.4 Period of Change

Typical of many rural communities, Judique is wrestling with a series of fundamental challenges. Today, it is home to 365 families. Out-migration, particularly among youth, is depleting overall population. Loss of critical mass is weakening the economy, as there are insufficient consumers to support the desired array of key services. For example, until 1999 Judique was able to sustain a community school. Schools often characterize and define a community. Therefore, the loss of Judique-Cregnish School gave the collective cause to reflect. At that moment in time more so than any other in recent years, Judique realized that the status quo would not be sufficient to ensure community vitality.

2.5 Will to Vitalize - Community Centre

The will to vitalize Judique is strong among residents. When an aging depleted parish hall was condemned by the fire marshall a few years back an ambitious farsighted committee sprung up. Determined not to lose an important central asset and further comprise the community, the committee found the resolve to produce plans for a new modern community centre. A significant undertaking by any measure, the new community centre concept was successfully promoted to the community. An ambitious capital campaign pulled together in excess of $1 million to finance the new structure. Today, the Judique Community Centre is an anchor structure that serves residents in a variety of important ways.

2.6 Tartan Gardens

Building on the momentum of successful efforts to construct a community centre, Judique residents moved forward with plans for a unique Tartan Gardens. The concept embodied the creations of gardens with flowers designed in tartan patterns and Celtic themes. Project proponents believe the concept is unrivaled. It is intended to engage the imagination of people who understand, appreciate and support the idea of a Tartan Garden and see value in contributing to its advancement on a volunteer basis.

Today the Tartan Gardens can be found situated on lands adjacent Route 19 across from the Judique Community Centre. The site belonged to Sir William Young who was elected the 2nd and 4th Premier of Nova Scotia. He was a farmer who wrote frequently on gardening and developed agricultural societies.



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2.7 Celtic Music Interpretative Centre

With the guidance of dedicated leaders, people like retired teacher Leo A. MacDonell, the community has engendered the concept of a Celtic Music Interpretative Centre. A smaller facsimile of the project has operated within the community centre for the past few years. Through a variety of displays and a unique collection of artifacts the current centre illustrates that Inverness County with its deep sense of community and tradition has made noteworthy contributions to many Canadian fields of endeavour, but none more creatively and successfully than Celtic music.

To be constructed over a 12 month period beginning spring of 2005, the new Celtic Music Interpretative Centre will attract upwards of 11,000 visitors yearly and build on current efforts to collect, preserve and promote the traditional Celtic music of Cape Breton through education, research and performance. It will further enhance and define the community's character and brand. The Centre will complement existing attractions such as St. Andrew's Church dedicated to the patron saint of Scotland with its fine stone architecture and beautiful setting, coastal walking trails, beaches, coves, inlets and wharfs. As well, it will enrich existing presentations of Celtic music such as the internationally popular Kintyre Farm Scottish Concert and provide an economic base on which to develop other tourism assets such as accommodations and an eatery.

2.8 Participatory & Far Sighted

While Judique may not be experiencing the kind of fundamental economic growth that its residents desire, it remains an energized community all the same. Several key organizations rest on a solid foundation of dedicated volunteers; yearly the community organizes and delivers popular tourist events and festivals, parishioners of St Andrew's Church are engaged in important activities on a variety of fronts and JADA is resolute in its determination to socially and economically vitalize the community. For this purpose, the association set out more than 18 months ago to put in place the framework necessary to develop a strategic community advancement plan as later put forth in this document.



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3 PROJECT: PROPONENT & WORK PLAN

3.1 JADA-Clear Objectives

In its current form JADA came together in 1998 and was incorporated under the Society's Act, Province of Nova Scotia. At the time, the association articulated a series of objectives that remain fundamentally intact today:

to foster the economic and social development of Judique & area; to facilitate growth within Judique & area by encouraging population

growth; to create an environment conducive to business development; to acquire by way of grant, gift, purchase, bequest, device or otherwise,

real and personal property and to use and apply such property to the realization of the objectives of the society; and

to buy, own, hold, lease mortgage, sell and convey such real and personal property as may be necessary or desirable in carrying out the objective of the society.

3.2 Vision

In the process of incorporating, JADA fashioned a vision statement as follows:

The warmth and prosperity of Judique, through its culture and progressive environmentally friendly development of resources have made it a welcoming community for growth and family development.

3.3 Mission

As for its role, JADA has set out a mission statement that not surprisingly sees the organization working to vitalize Judique & area:

To facilitate the transformation of local human, economic and natural resources into prosperity within an environmentally friendly atmosphere.



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3.4 Board of Directors

The organization's Board of Directors consists of John MacInnis, Danny MacPhee, Dwayne MacEachern, Gordon Johnston and Jeannette Thomas all local residents with years of combined experience, an intimate knowledge of Judique and a track record of involvement in a host of community initiatives.

3.5 Community Scan

In 2004, JADA completed a community scan with a view to identifying impediments to growth and advancement. Out of this work came a list of go forward challenges that included:

lack of steady employment; absence of a promotional plan; incomplete inventory of resources; absence of a resource development plan; insufficient tourism product; and absence of tourism infrastructure.

3.6 Call For Proposals

With a view to developing the tools necessary to launch and sustain a Judique & area vitalization effort, JADA opted to formalize a planning process. For this purpose, the association issued a call for proposals in the fall of 2003. The primary objective of the assignment was to (i) map community assets; and (ii) distill the results into a strategic go-forward plan.

In taking the position that it did in the fall of 2003, JADA acknowledged that jobs and income are critical to the community's way of life as are education, safety, housing, a healthy environment, and a vibrant social and cultural life. Regardless the association adopted a somewhat non-conventional approach to planning, one that went beyond the conventional premise that if new businesses could be lured to the community they would bring jobs and income and other community improvements would follow in time.

JADA had the courage to consider a somewhat new approach to shaping a go forward plan. Community asset mapping is not a process fixated on addressing problems; instead it involves building on attributes. In undertaking to map community assets, JADA signaled its buy-in to the community economic development process in which people build organizations and partnerships that interconnect profitable enterprises with other interests and values - like jobs, marketable skills, quality housing, culture and heritage, and sustainability. Among other things, JADA accepted that businesses are part of a broad agenda,



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one in which local capacity is developed in a community that is creative, inclusive, and sustainable in the near and distant future.

3.7 Stakeholder Participation a Priority

JADA deliberately initiated a process in the fall of 2003 to engage local people in building organizations and partnerships and linking business with other interests within the community. It sought to optimize the involvement of people in vitalizing a proud and accomplished community. The association sought to find ways to make its actions and investments reinforce the wishes and intentions of the whole community.

3.8 Consultant's Work Plan

The assignment as outlined by JADA spanned nine months beginning in July 2004 and concluding in March 2005. Two researchers were retained by the association and charged with mapping community assets, implementing stakeholder engagement initiatives and coordinating community events as part of the planning initiative.

The consultant's overall work plan included formal meetings with the project Steering Committee as well as regular contact throughout the assignment. Step One of the assignment encompassed a detailed meeting with the Steering Committee to introduce the project team, review the work plan, agree to timing and further meetings, clarify project management details, field staff involvement and information needs and determine the availability of key background materials and contact lists.

Step Two in the work plan involved the use of best practices in community mapping beginning with training and educating field research staff to ensure they had the competencies necessary to complete assigned tasks fully and on time. For purposes of training proven successful materials were employed to allow participants to develop and refine techniques necessary to undercover key community assets both tangible and intangible, and material and nonmaterial. Research staff was trained in methods appropriate to taking stock of the community of Judique and listing all its special features. As well, they received training in how to design appropriate questionnaires to uncover hidden assets from people or places that were not entirely familiar.

Step Three involved defining the community area. This was accomplished with the input of key stakeholders at a series of meetings and focus groups and took into consideration matters such as specific population, geographic boundary, faith, and ethical characteristics.

Step Four entailed a broadly based discussion with key informants and select stakeholders regarding the specific end use for the asset mapping information



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that is collected. The process involving personal and telephone interviews, discussion groups and dialogue with key informants and gave consideration to a range of possible end uses from resource guides, to searchable databases and formal community links with things such as business and employment opportunities, sector development or volunteer requirements.

Step Five encompassed shaping of a specific plan to collect information essential to the development of a comprehensive and purposeful community asset map. In readying the plan the project steering committee was consulted as were key stakeholders to agree on time lines, information collection methods, allocation of resources, physical maps to be employed, coding methods, the form of a final report/record and the actual work plan.

The final step in the process, Step Six, involved bringing together all mapping information in a form that understandable, conducive to planning and go forward initiatives and recognizable by the community.

A rigorous and disciplined approach was taken to the assignment to ensure the assembly of accurate quality information. This report is based on mapping outcomes and introduces an overarching go forward plan for the community.

Throughout the mapping process, considerable effort went into keeping the Steering Committee current. Familiarity of the committee was a key determinant in the process.

4.9 Desired Outputs

The principal role of the lead consultant on the assignment involved the following:

Development of a framework for the execution of the project; Training and supervision of field staff in the execution of the asset

mapping program; Liaison with the project Steering Committee; Distillation of key inputs to the mapping process; Provision of regular updates to the Steering Committee; Organization of meetings with a table of stakeholders, committee of

advisors and select resources persons with a final visioning session; and Bring materials together in a final report or strategic community plan.



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4 CAPACITY BUILDING

4.1 Introduction

Methods employed by communities to engender economic and social development vary depending on a range of factors, including location, history, resources, dynamic and traditions. Increasingly rural collectives are opting to address development challenges by harnessing key strengths or assets in forging strategies for renewal and taking the time to build the capacity of residents to drive and sustain the activities and projects necessary to produce desired results. Therefore, asset mapping and capacity building go hand-in-hand. As illustrated below, in combination the two typically give rise to a strategic development plan that sets the course for the future.

Illustration I

Community

Capacity Building Develop, skills, structures and process to support and sustain growth

Asset Mapping Take stock of a community’s capital – people, organizations, resources, businesses, institutions and so forth

Go Forward Strategy



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4.2 Capacity Key to Civil Renewal

Throughout the developed world government is showing renewed interest in the promotion of community/civil renewal, that is the empowerment of people and the collectives in which they live to become more directly involved in addressing social and economic challenges directly influencing their lives. At the root of the renewal process are people with the skills, confidence, and opportunities to contribute actively in their communities, to influence the policies and services that affect their lives and make the most of their communities' human, financial and physical assets. In the end, the development of sustainable activity depends on people acting together in groups, organizations and networks.

No two communities are alike in the approaches taken to development and the depth of involvement of its citizens in the process. Many factors influence the process not the least of which is overall capacity. By capacity is meant the competency of a community to understand its circumstance, appreciate and comprehend the factors driving change, fashion practical action plans or strategies, identify and secure resources necessary for implementation, build requisite synergies and manage key outcomes.

4.3 Capacity Equals Ability to Participate

While important, community capacity building is new enough to be confusing to some. From the perspective of a collective like Judique and the Judique and Area Development Association, capacity is all about the ability to participate in actions based on community interests both individually and collectively. In working through a nine month planning effort to effect community enhancement, JADA choose to make capacity building a priority. It did so based on the understanding that ultimately the result of its efforts to vitalize the community would be governed by the level and interest and participation of area residents. For purposes of planning, JADA saw capacity building as encompassing three general categories: (i) participation in the formulation of plans and initiatives to vitalize social and economic capital; (ii) involvement in the delivery of programs and implementation of initiatives; and (iii) involvement in governance processes, particularly those directly linked to community development activities.

4.4 Structured Activities Grow Capacity

When the enhancement of community capacity is formally discussed typically there is inference of deliberate, structured activities on three fronts: (i) skill development - learning and training opportunities for community individuals and groups and sharing through networks; (ii) developing structures - shaping the collective structures (i.e.: committees such as a table of stakeholders, associations, and groups like a committee of advisors) and transferring



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necessary competencies and context knowledge; (iii) developing support - putting practical support structures in place to enable on-going skill development and capacity growth.

4.5 JADA Initiatives

4.5.1 Focused

As will be apparent in later chapters, JADA employed a focused programmed approach in the adoption of activities and initiatives for the purpose of enhancing the collective skills of the community as well as building essential competencies. Through the course of the nine month asset mapping initiative the development association prepared and distributed a variety of informative background materials to community stakeholders; convened meetings with residents and organized workshops to instruct on planning, project identification and implementation; assembled an expert advisory board and community stakeholder oversight committee, forged links with Coady International Institute, St. F.X. University, opened dialogue with professional economic developers and engaged media to engender public reports on various activities.

4.5.2 Collaborative

As indicated below, Judique & area is defined by a set of core values that stretch back in time to the community’s founding. Cooperation and collaboration underpin a way of life that is special. JADA recognizes this and appreciates that the association’s success will be determined by a variety of factors, including on-going efforts to champion important causes; facilitate the advancement of key projects; collaboration with industry, sector and community groups, and fostering of self-help initiatives.

4.5.3 Fishery

JADA acknowledges the importance of traditional industries to the community such as the fishery. Upwards of 40 families are dependent on the resource for some or all of their household income. Special challenges confront the sector, particularly at Baxter’s Cover where wharf infrastructure is in need of major improvement, the breakwater requires extension and dredging is necessary on a regular basis to maintain adequate water depth. Baxter’s Wharf is the first safe haven for mariners traveling north from Port Hastings in St. George’s Bay.

The association also recognizes the important work being done within the fishery to establish commercial links to other sectors such as tourism. Consequently, within the scope of its resources JADA will assist the fishery in efforts to secure capital to enhance key infrastructure and integrate the fishery with other economic sectors.



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4.5.4 Trans Canada Trail

The Trans Canada Trail is a non-profit, registered national charity organization, whose primary purpose is to raise funds to build a recreational trail that will wind its way through every province and territory in Canada linking hundreds of communities. The Cape Breton segment of the trail begins at the Newfoundland Ferry in North Sydney. Heading southwest on the rugged peninsula that juts deep into the Bras d’Or Lakes, it makes for Grand Narrows then – on another peninsula – Iona and Little Narrows. Uphill it follows on and climbs onto the Highlands Plateau and down to Inverness on the Gulf of the St. Lawrence. From there it follows the coast on a former rail bed to the Canso Causeway, passing through communities such as Mabou and Judique. For several kilometres the waters of St. George’s Bay are on both sides of the trail as it traces a narrow exposed causeway of rocky cobble.

Dedicated volunteers from Judique have established the Judique Flyer Trails Association and are working in tandem with the Nova Scotia Trails Association that oversees the Trans Canada Trail initiative. As such, they contribute countless hours to the project. JADA recognizes this effort as it does the overall benefit that the 12 mile long trail brings to Judique & area. By attracting walkers, bikers, hikers, history enthusiasts, skiers, sightseers, genealogy researchers, birdwatchers and equestrians, to name just a few, the project will potentially to facilitate noteworthy tourism growth. The trail takes visitors close to two Pioneer Cemeteries, a soon to be built Celtic Music Interpretative Centre, Indian Point Protected Area, historic St. Andrew’s Church and an historical museum. As well, it links to the only functional wharf on the entire Trans Canada Trail system, Baxter’s Cove Wharf. Moreover, the trail’s potential to enhance quality of life is considerable and, therefore, the association will do all that its resources allow to promote and encourage advancement and use of this important asset.

4.5.5 Forestry

Within the geographic confines of Judique & area are more than 23,000 ha of forested land. By any measure, this is a significant resource. While wood fibre from Judique & area forests is currently harvested for pulp production and firewood, there is less than desirable activity to add value to the resource. JADA recognizes this and where possible will promote research, commercial initiatives and other activities with the potential to better capitalize on the forestry resource to the economic benefit of the community.

4.5.6 Infrastructure

Infrastructure is key to community growth and advancement. Despite its rural context, Judique & area values infrastructure and understands its importance to overall vitalization efforts. The community has gone to considerable effort to rationalize key infrastructure such as sidewalks and lighting in strategic areas.



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JADA appreciates the importance of this work and commits to lending its support to various community groups in on-going efforts to secure infrastructure assistance from the Municipality of Inverness County.

4.6 Values

As a community, Judique has many admirable qualities not the least of which are strong values. Therefore, it should not be surprising that the planning process was obviously value based. As it turns out values are the foundation of the capacity building. Six foundation values were apparent in the many and varied initiatives undertaken as part of the planning process as they were generally in relations with community stakeholders and partners, including public sector departments and agencies:

Participation; Equality; Learning; Cooperation; Inclusion; and Collective well-being

4.7 Core Principles

A strong value system in Judique gave rise to a set of core principles that once again underpinned thinking and influenced the shape and complexion of strategic activities. Six principles are considered below.

4.7.1 Flexible, appropriate to community needs and preferences

The importance of having the needs of Judique drive community capacity development reflected the collective's diversity and uniqueness. Moreover, the process embodied a variety of approaches to learning and communications based on traditional preferences, techniques and practices.

4.7.2 Decision Making: Participatory and Representative

Ideally as community capacity grows so do decision making processes. JADA endeavoured to optimize participation and accommodate broadly based representation. Accountability was a constant and the association understood and respected the need to be able to defend all actions taken in the interest of the collective.

4.7.3 Empowerment

Transparency and openness were at the core of JADA's work on behalf of the community. It strove to enhance the skills, confidence and critical awareness of



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participants in ways that empowered while communicating regularly with the community.

4.7.4 Sustainability

Capacity building was pursued in ways appropriate to the longer-term vitalization of the community. JADA's desire was to make a lasting mark and facilitate the employment of local talent and expertise as evidenced by the recruitment of Cathy MacDonald and Ryan MacIssac, both local residents, to coordinate day-to-day activities. Where practical the association endeavoured to well up within the community the determination to build partnerships and undertake projects to the benefit of all residents.

4.7.5 Self Reliance

Judique is a demonstratively resourceful community, one that understands the value and importance of cooperation and mutual support. JADA set out to create an enhanced context for sharing of resources and pooling of talent and knowledge. It executed as asset-based approach to development, one that built on the various types of resources found within community.

4.7.6 Inclusion

In consciously setting out to enhance community capacity and develop a framework for an asset based development plan, JADA took a series of deliberate steps to include as many residents in the process who cared to become involved. As noted above it assembled a table of stakeholders to guide the process, formed a committee of advisors, communicated with particular networks, i.e.: Cape Breton Community & Economic Developers Association and regularly informed residents of its work though direct mail, newsletters, special publications and earned media coverage.



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5 ASSET MAPPING OUTCOMES

5.1 Introduction

Simply put asset mapping is a means of stimulating development at the community level. There are three practical approaches that community leaders can use to engage people in shaping the future of their community. Typically, as was the case in Judique & area, asset mapping was employed as a starting place for locally based initiatives in the interests of community development, strategic planning and organizational development.

The idea of "asset thinking" and "asset building" took root in Canada under the auspices of Professor Tony Fuller and Lee Ann Small of the University of Guelph. It took advantage of their experience in applying the concept of sustainable livelihoods to rural development in Ontario. A group of partners led by The Ontario Rural Council, and later facilitated by the Ontario Agricultural Training Institute, organized a "Rural Dialogue" session in 2001 that led to Ontario adopting a full-scale "assets" approach.

As indicated in Chapter 2, community capacity building goes hand-in-hand with asset mapping and is a means of assisting collectives to help themselves by introducing and supporting a way of thinking that adds value to the social, economic and human resources that already exist within a community.

5.2 Assets - Definition

In a rural context such as Judique & area, assets were defined as popularly recognized attributes and advantages. All are considered essential for the maintenance of the community and vital to the sustainability of the economy, society and environment (Illustration II below).

Illustration II

Local Institutions

Hospitals

Public Areas

EnterprisesSchools

Libraries

Centers of Excellence

Citizens/Associations

Churches

Community Events

Charitable Groups

Youth Clubs

Cultural Groups

Individuals

Treasure Chest of Talent

Youth

Seniors Artists

Volunteers



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Table I - Vitalizing Judique

Community Asset Mapping

Team Work Plan

Asset Category General Sub-Category Asset Category General Sub-Category

(1) Tourism 1(a) Accommodation (2) Resources 2(a) Beaches

1(b) Festivals and Events 2(b) Forestry

1(c) Recreation Facilities 2(c) Freshwater Resources

1(d) Venues 2(d) Fishery

1(e) Heritage Sites 2(e) Land

1(f) Cultural 2(f) Wildlife

1(g) Crafts 2(g) Arable land

2(h) Housing Stock

(3) Institutions 3(a) Health (4) Local Business 4(a)) Manufacturing

3(b) Education 4(b) Retail

3(c) Fire 4(c) Service

3(d) Religious 4(d) Agriculture

3(e) Law Enforcement 4(e) Forestry

4(f) Fishery

(5) Organizations-Volunteer Committees 5(a) Heritage (6) Individual Skills Inventory 6(a) Organizational

5(b) Cultural 6(b) Fundraising

5(c) Tourism 6(c) Planning

5(d) Education 6 (d) Administrative

5(e) Religious 6(e) Supervisional

5(f) Youth 6(f) Trades Experience

5(G)Business 6 (G) Transportation

5(h) Recreation 6 (h) Arts

6 (I) Service provision

6 (j) Sales

6 (k) Political

From Judique's perspective assets included physical things like the community centre, heritage and cultural attractions, beaches, forests, businesses and an historic church. But assets also can be intangible, like the work of countless volunteer groups in organizing summer festivals, moving forward with the Celtic Music Interpretative Centre and caring for the Tartan Gardens. As is indicated in Table I, community assets were disseminated into nine categories including cultural and heritage attractions, tourist product, resources, local business and intangibles such as individual skills, and volunteer organizations. Each was subdivided to encompass a broader spectrum. The mapping process involved a combination of activities including research, literature review, interviews with key informants, and dialogue with community residents.



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5.3 Planning Team & Process

As earlier noted, the planning team comprised two dedicated researchers recruited by JADA, Cathy MacDonald and Ryan MacIssac. Gordon Johnson a long-time community resident and JADA Director guided both in their work. The team met regularly with project consultants Dan White & Associates Limited to fashion work plans, review progress, resolve outstanding matters and organize major events such as stakeholder and advisor meetings. Appendix A - Exhibit I is a typical meeting agenda, Exhibit II is a sample of minutes produced for the meetings and Exhibit III is a sample of monthly progress reports submitted by the planning team throughout the nine month program. In addition to meeting regularly with the project consultant, the planning team met weekly among themselves to review schedules and affirm tasks. Exhibit IV is a sample of minutes produced for weekly meetings.

5.4 Whole Asset Approach

Three approaches are common to asset mapping: the whole assets approach, storytelling approach and heritage approach. Typically the approach that is chosen is based on the nature of the group doing the asset mapping and the interests of the community being mapped. In JADA's case a conscious decision was made to adopt the whole assets approach. Regardless all three merge into the same set of possibilities in exploring how to sustain and build upon the assets identified.

People intimately involved in the community's landscape produced the Judique & area asset map that resulted from this project. In fact, it is an actual illustrated map. This resource gave rise to the strategies later discussed herein and intended to ensure that the assets identified can be sustained well into the future. Appendix B - Exhibit I is a summary of outcomes from the asset mapping exercise. Exhibit II contains samples of survey questionnaires employed to map specific assets. A listing of key information assembled as part of the planning process is found in Exhibit III while Exhibit IV is a listing of key research materials brought together by the planning team.



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5.5 Positive By Design

By design, asset mapping is a positive approach to learning about a community (Illustration III below). It is intended to facilitate positive thinking about the place in which people live and work. It is also expected to challenge stakeholders to recognize how other people see and experience the same community. From Judique's perspective mapping community assets was understood to involve three key components:

collecting an inventory of all the good things about a community; ranking the most valued aspects of the community; and, discovering the reasons why people place high value on assets in a

community.

The decision to map emanated from community discussions of the need to develop a strategic go forward plan. JADA's intention from the beginning was to fashion a plan that would build on assets with a view to sustaining and enhancing them for future generations in a vitalized community context. In short, the process is considered a critical element of community development - the engagement of people in the shaping of their community.

5.6 Communications

Community mobilization is of fundamental importance to asset mapping. In beginning the process it is logical to expect that some residents might feel they already know what is good about their community and resist the need to become involve. Therefore, planned communications is essential.

The first important step in the exercise in Judique involved fashioning a simple but proactive communications plan to engage the community. Direct mail and newsletter products (Appendix C - Exhibit I & II) were developed as part of the plan and media were employed in regular and deliberate fashion.

Illustration III Traditional Path Asset Based Approach Based on: Needs Goal: Institutional Change Conversation: Problems & concerns Change agent: Power View of the individual: Consumer, client Needs based on community problems: Unemployment, depopulation, loss of services, closure of key facilities, importation of services and products

Based on: Assets Goal: Building communities Conversation: Gifts and dreams Change agent: Relationships View of the individual: Producer, owner Needs based on community problems: Churches, parks, farms, wildlife, beaches, associations, culture & heritage, youth, retirees



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5.7 Table of Stakeholders

The research team set out to identify key stakeholders, men and women with an obvious strong attachment to the community and a history of active involvement in various initiatives. The intent was to have a committee or 'Table of Stakeholders' serve as a conduit to the community. Introductory correspondence was dispatched to prospective participants (Appendix D - Exhibit I) and media were engaged to provide further background context and build general awareness among all residents (Appendix D - Exhibit II).

A table of stakeholders (see Table II for list of stakeholders requested to participate) came together in September of 2004. Following a detailed explanation of the planning process that included consideration of asset mapping and capacity building initiatives (Appendix D - Exhibit III) stakeholders agreed to formally take on an oversight responsibility and work alongside JADA and the research team in moving matters forward.

In dialoguing with stakeholders and the community at large JADA repeatedly stressed that the main benefits of asset mapping including the need to shape a common view of what is important; affirm or broaden what community residents think; and hear and appreciate the values of others. While people within the community had different backgrounds, they readily came together to discuss assets important to their area.

Table II

Table of Stakeholders

Judique & Area

Strategic Plan

Duncan MacEachern Billy Bond Paula MacLean

Evelyn Frost Daniel Gillis Duncan MacEachern

Ann Marie MacEachern Danny Cotton Gerard MacDonald

John MacInnis Cyril MacDonald Bill Graham

Sandy MacDonald Jeanie MacDonald Donna MacDonald

Johnny Cotton Anna MacDonald Virginia MacIssac

Margaret Graham Marie Brideau Anita Gillis

Rita Warner Kay MacDonald Fr. Allan MacMillan

Larry Graham Alan Smith Todd Graham

Donnie MacIssac Jamie MacIssac Wayne MacInnis

Richard MacDonald Bill MacDonald Alex MacDougall

Joyce Rankin Leo MacDonell Blaise MacEachern

Donald Francis MacDonald Danny MacPhee Ethel Ojoleck



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5.8 Advisory Board

From the beginning, JADA accepted that the eventual effectiveness of a strategic go forward plan focused on community assets would be influenced by the level of effort made by the community to gather outside perspectives. For this purpose, a decision was taken shortly after commencement of the planning process to endeavour to recruit an 'Advisory Board'. The concept involved bringing together men and women from different walks of live, demonstratively expert in their respective fields of endeavour and well networked. Thirty candidates from across Nova Scotia and as far away as Ontario were identified as prospective advisors and each was extended a personal invitation to participate (Appendix E -Exhibit I). To the delight of the planning team, 23 (Table III below) agreed to assist.

The Advisory Board met in December 2004 in Judique. The meeting combined a detailed briefing of the planning process (Appendix E - Exhibit II), inclusive of an outline of the asset mapping method, with a structured discussion of potential development opportunities. A range of helpful recommendations emerged and many attendees agreed to participate in a Visioning Workshop in February 2005.

Table III

Advisory Board

Judique & Area

Strategic Plan

Name Affiliation Name Affiliation

Albert LeBlanc Economic Development Joe Shannon Business

Gert MacIntyre Advanced Learning Alan MacMaster Health

Scott MacAulay Business Rogher Wehrell Advanced Learning

Leo Cox Resource Industry Irving Schwartz Business

Tim Gilfoy Economic Development Teresa MacNeil Community Development

Peggy Anderson Business John VanZutphen Business

Bob MacEachern Communications Perry Chandler Community Development

Marinus VanderSande Business Ross MacDonald Community Development

Henry Fuller Business Jim St.. Clair Heritage & Culture

Tom Rankin Business Brenda Cooper Community Development

Monica McCarthy Advanced Learning Francis Gillies Economic Development

Blaine Gillis Economic Development



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5.9 Use of Media

JADA has found that recognizing common assets changes the way some residents think about Judique & area. The process has the effect of uniting people around a positive identity and a collective cause. In starting the mapping project it was evident that many were taught to consider community development in terms of needs. As earlier noted, this approach to change has major limitations when contrasted with asset mapping. Needs approach tends to divide people and communities. Articulating needs often becomes a competitive process and frequently pits communities and organizations against each other. The needs approach fragments communities instead of bringing them together. In addition, government is becoming less inclined to react to the needs approach. As a process, asset mapping has the potential to be inclusive of all community dimensions and interests, and can be a starting point for various initiatives.

As earlier indicated, a pro-active communications plan was an important component of the overall planning process. Considerable effort was expended to provide media with the information needed to report on asset mapping in Judique as well as associated events. As a consequence, overall community awareness was enhanced to the benefit of the entire collective. Appendix F - Exhibit I is sample of the type of news release produced as part of the process. Appendix F - Exhibit II is a list of print media stories published in connection with the project.

5.10 Visioning Workshop

It was intended from the beginning that the Judique & area asset mapping initiative would culminate in a visioning workshop toward the end of the planning period. On February 24th, 2005 almost 50 community stakeholders, advisors, economic development professionals and interested media came together in Judique. JADA presented the assembly with an outline of strategic thinking about development opportunities that had emerged from asset mapping efforts. Two areas of emphasis were articulated: employment and population stabilization. Attendees were provided with a context assessment or rationale for both (Appendix G - Exhibit I). The workshop format included three discussion or breakout groups. Each considered the opportunity areas in detail and offered recommendations on future action. Summary discussion group reports Exhibits II, III and IV are found in Appendix G



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6 GO FORWARD PLAN

6.1 Introduction

Cape Breton is a collection of distinct communities, ethnic variety and cultural foundations. Regardless, residents transparently affirm and support shared values. Preserving these values is the common purpose that keeps communities unified despite the pressures of a changing economy. People of Judique & area have drawn the determination and will to enrich life that is special.

Judique & area residents optimistically continue the search for new and innovative ways to adapt to changing realities. In the process, the importance of planning, partnerships and collaboration are widely acknowledged.

Human capital, varied physical attributes and natural resources together with technology that harnesses the potential of these assets are all important to the development and growth of communities like Judique & area. But its economic well-being is governed by another critically important factor: the bringing together of all these elements to shape a more enterprising sustainable environment in the interests of individual prosperity.

JADA is committed to enriching the community it serves by fostering economic and social development, facilitating repopulation, growing new enterprises, acquiring strategic assets, and transacting business as necessary. While each of these steps is important in its own right their integration within the framework of an overarching strategic plan is critical. This is largely the reason why the association decided to embark on a community asset-mapping project in tandem with planned community capacity building.

6.2 Asset Mapping

From a community development perspective, it helps to think of Judique in terms of its capital - the people, natural resources, services, organizations, institutions and infrastructure it possesses. Asset mapping embodies the inventorying of a community's strengths and a conscious effort to build on what is available rather than a preoccupation with the search for solutions to seemingly intractable problems. Under JADA’s direction an asset map or physical record of the community’s strengths and gifts has been completed. Among other things, it reveals how to access community capital and illustrates key interconnections between assets. From the beginning, the intention has been to use the asset map to fashion a go forward plan for the community, a blueprint appropriate to the area’s circumstance and natural advantages.



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6.3 Capacity Building

While inventories and asset maps help to better understand a community's strategic advantages and how best to open doors on opportunities, its people who make the process work. Therefore, the importance of building the capacity of individuals and groups within Judique to participate in the implementation of a focused, asset based go forward plan and thereby contribute to economic and social vitalization is paramount.

Communication, knowledge sharing and dialogue are the foundations of capacity building. In this regard, the asset mapping project that began in July 2004 has seen, among other things, a table of stakeholders convened to broadly direct the process, bringing together of a high profile committee of advisors, several meetings with community leaders, a broadly based direct mail campaign, distribution of newsletters, feature media stories and strategic partnerships.

6.4 Willed Future

Looked at broadly, Judique today is an asset rich community. It gathers the determination to enhance its economic and social position from a variety of factors, including a proud and eventful history, a pronounced sense of culture, strong traditions, and a citizenry committed to and appreciative of the importance of reciprocal obligation, "giving back." Looking forward Judique defines its willed future as that of

A sustainable community demonstratively collaborative, building on its varied and strategic resources, taking full advantage of its natural beauty, location, history and culture to enhance economic and social structures for the collective well-being of all residents and Cape Breton in general.

6.5 Strategic Objectives

From the asset mapping process a series of objectives evolved. Each is considered to be fundamentally important to the realization of the community’s willed future, a future in which Judique has social and economic structures appropriate to a stable population, vibrant commerce and individual prosperity. More specifically, the community’s go forward objectives are:

to stabilize community population by mitigating out-migration, particularly among youth;

to attract more visitors, thereby enhancing the economic impact of tourism;

to facilitate the growth of strategic enterprise for the benefit of residents and visitors;



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to capitalize on the community’s location vis-à-vis the growing Strait of Canso area and, in the process, enhance economic well-being;

to forge strategic partnerships to create necessary synergies and facilitate investment and economic progress;

to foster on-going communication and stakeholder participation in the interests of enhanced community capacity and expanded networks; and

to enhance and engender organizational structures to optimize the use of key assets in strengthening economic and social foundations.

6.6 Strategic Direction (SD)

JADA proposes to use work completed to date on asset mapping and efforts in capacity building to drive forward on two strategic fronts as regards community economic and social vitalization. In going forward, the development association envisions a plan focused on a stable population and employment. Both are at the forefront of thinking of community residents as evidenced by the emphasis given each at various meetings and exchanges with stakeholders.

6.6.1 SD1: Population

Like so many rural communities across Canada, Judique is challenged by out-migration, particularly the loss of its youngest and brightest As a consequence, the community has a demographic that is out of step with that of the nation as a whole; in other words Judique is greying. Population decline adversely affects the economy and typically brings sustainability into question on several fronts. Without critical mass, key services are lost or significantly altered, disposable income flows to other areas, reliance on imports of all kinds escalates and employment opportunities shrink. Eventually, communities become depleted and unable to fully capitalize on opportunities. Judique is sensitive to this possibility and determined to take corrective action now.

Core Assets

Fortunately, Judique has an important array of assets that appear to leave it strategically positioned to address population challenges. Among other things, Judique:

is an easily accessible coastal collective; is hospitable and animated; is strategically located vis-à-vis one of the province's most active growth

centres: the Strait Area; is safe with quality of life; is endowed with abundant quality land; comprises modern, well kept housing stock; has modern infrastructure; is dynamic and collaborative; and is made up of progressive institutions and active volunteer organizations.



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JADA is considering a tactical approach in efforts to stabilize its population that would comprise the following initiatives:

6.6.1.1 Tactic One - Land Banking

Land is a resource and typical of many smaller rural communities individual owners are hesitant to sell thus making it difficult for potential new arrivals to identify property suitable for residential development. Thus, numbers of new families coming into the area are minimal and the overall impact on aggregate population is small.

Land banking is one approach to the assembly of property for residential development. The premise is that if time is taken to improve the understanding of population issues by local residents the potential for corrective action through collaborative land banking will become apparent.

In assembling land suitable for residential development consideration must be given target markets in which to promote Judique for settlement. At present, it is assumed that the Strait Area which is in close proximity would be one of a number of key targets. However, attracting settlement from the Strait Area will not be easily accomplished. Among other things, Judique & area will have to make a case for settlement based on a carefully considered promotional package which clearly articulates the advantages of living in a coastal community 20km removed from the fast growing Strait Area.

Challenges

There are several challenges that require consideration and action in the near term with respect to land banking.

the community must be made aware of current strategic directional thinking about the future of Judique and introduced to the land-banking concept through a variety of communication initiatives;

either JADA or some equivalent organization such as a community development corporation should be mandated to drive the land banking initiative;

research must be undertaken to ensure that an operations model appropriate to Judique is identified: for example land banking can be accomplished within the framework of a cooperative business structure;

a business case document must be readied to ensure optimum success; necessary partnerships much be forged within the community and with

relevant parties such as economic development authorities and provincial and federal departments and agencies;

target markets must be rationalized; a tasteful but pro-active communications/marketing plan needs to be

readied and implemented; and capitalization/financing must be identified for a new operational entity.



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6.6.1.2 Tactic Two – Attract Migrants

Thousands of Canadians move throughout the country in any given year for a host of reasons from the search for employment, through to the desire to be near family, the pursuit of quality retirement living and change of lifestyle. Regardless, the search for new communities and life styles is part of Canadian living.

Judique is a special community with many compelling features situated in an enviable coastal context. Many communities across the country are promoting their own special features to select groups known to be interested in relocating if circumstances warrant. For a brief period in the late 1980s and early 1990s Sydney and area endeavoured to capitalize on a national movement to attract retirees. Under the direction of the regional development authority a Retirement Relocation Program was launched with, as it turns out, some considerable success. Over the course of approximately 6 years in excess of 350 couples were attracted to the Sydney area. Many had liquidated homes in larger urban centres and arrived in Sydney with significant personal equity. A few dozen established small business ventures ranging from Bed and Breakfast operations to specialized retail sales outlets and craft studios. By all accounts the program was successful.

Challenges

Judique enjoys the opportunity to position itself as a desirable location for migrants, in particular retirees. But before undertaking such an initiative several challenges must be addressed as follows:

basic research is necessary; a business case must be readied; a business or operations model needs to be identified; an operator must be found; and start-up and on-going funding must be identified.

6.6.1.3 Seniors Apartment Complex

As earlier noted, Judique is a greying community. The proportion of seniors to the population as a whole exceeds the national average. The vast majority have lived most of, if not all, their lives in the community, therefore the attachment to the area is strong. Moreover, many seniors continue active in several and important aspects of community life. As might be expected some are struggling to maintain private dwellings, and have no immediate option to remedy their situation short of selling and moving on at the community’s expense. In recent years, a number have expressed interest in a retirement apartment complex.

The advantage of a specialized apartment complex could be two fold. First, it seems that such a development might provide a direct and needed service to seniors. Second, it would conceivably free up private housing stock that would



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likely enrich Judique's overall appeal as a bedroom community to the Strait Area, thus bringing in new families and addressing the population matter.

Challenges

Near term challenges in connection with a senior's apartment complex would include the following:

research of the practicality of the issue and through surveys, focus groups and group meetings to verify demand and confirm desired product characteristics;

consider potential project development models ranging from a community development corporation through to a cooperative or private for-profit company;

identify a developer; cause the preparation of a business case; and secure necessary financing.

6.6.2 SD2- Employment

Successful prosperous economies are actively engaged in wealth generation through a variety of means ranging from export of traditional resources to manufactured or processed goods, and knowledge or expertise; i.e.: customer care centres and tourism and recreation experiences. Jobs are an outgrowth of this type of economic paradigm. Like most rural communities, Judique desires more employment opportunities and views jobs as a means of both attracting population and slowing troubling out-migration.

Core Assets

Fortunately Judique has an array of assets crucial to wealth generation and therefore employment. For example, Judique:

is within close proximity of Port Hastings and one of the province's busiest tourist highways;

has an international reputation as a centre for Celtic music and is prominent on the Ceilidh Trail which is one Nova Scotia’s conspicuously promoted tourist routes;

is building a world-class Celtic Music Interpretative Centre; has developed a captivating Tartan Garden to complement a host of other

tourism products such as beaches, trails and a grand church; has considerable expertise in organizing and staging appealing summer

festivals; is replete with beautiful coastal inlets, harbours and stunning vistas; has a well documented heritage product; is entrepreneurial by nature is 20km removed from the bustling Strait Area;



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has noteworthy eco-tourism strengths and a range of natural wildlife; and

has a structurally sound spacious former school with development potential.

6.6.2.1 Community Branding

Doubtless, residents of Judique think of the community as well known. After all, it is home to internationally recognized musicians and has native sons working in prominent positions across the country. But how well known is it really? Despite its strategic position vis-à-vis Port Hastings, Route 19, the Ceilidh Trail is not as popular a tourist attraction as desired. Judique aspires to attracting increasing numbers of visitors who view the community as a special and appealing destination with a range of engaging activities and attractions. Ultimately the community wants to be in a position to have significant visitors overnight in the area. The realization of this objective will be governed by a variety of factors, including the degree to which success is realized in developing and selling a unique brand or image. Typically a brand embodies the characterization of a community. For example, in the case of Judique there may be justification for something as follows: 'The Celtic Music Centre of Eastern Canada." Once a brand is chosen, marketing and promotional products such as signage, literature, and advertising along with related initiatives would emphasize reinforcing messaging and themes. Events and activities would relate to the brand.

Challenges

In the near term, the following challenges merit consideration:

assessment of community support for a brand and initiation of a process to develop something generally appealing;

development of a formal partnership with other key communities along Route 19 such as Port Hood, Cregnish and Mabou to facilitate collective marketing, cost sharing and planning;

preparation of a community-marketing plan; identification of financial support for a broadly based marketing effort;

and designation of operational responsibility.

6.6.2.2 Recreational Hunting

Recreation can take on a variety of forms depending on individual interests and preferences. For a portion of adult North Americans hunting under somewhat controlled conditions within a game reserve has appeal. Judique's non-urban character and location in relation to natural wilderness areas makes the prospect of a game preserve somewhat interesting. Unquestionably Judique could benefit from additional tourist attractions and given that hunting typically



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takes place at times of the year outside the conventional tourist high season, it could prove to be a rewarding shoulder season draw.

Challenges

In the near term the following challenges will have to be addressed in respect of this opportunity:

completion of basic research on the business, regulatory, and community appeal of the concept;

in-depth feasibility assessment; identification of a proponent; development of a business model; and financing.

6.6.2.3 Tourist Accommodation and Eatery

The impact of tourism on economic growth and job creation is governed by a variety of factors, including the community's capacity to hold and accommodate basic visitor needs. While Judique has fixed roof accommodation, the number of rooms is limited. Additionally, the community is unable to accommodate popular recreational vehicles and campers. As well, at present visitors have no viable dining option within Judique & area which limits the amount of time they stay within the community. In the near term, it would seem desirable to pursue, in tandem with new projects such as the Celtic Music Interpretative Centre and a focused marketing/branding campaign, development of additional accommodation in train with an eatery.

Challenges

In the near term several challenges will have to be considered and action taken as follows:

formation of project specific community based task force; articulation of an action plan; identification of a project proponent; completion of a feasibility assessment; development of a business case; and identification of financing.

6.6.2.4 Surplus Structure - Former School

Within the community is the former Judique Cregnish School. The building fell prey to consolidation six or so years ago and has remained idle since. Fundamentally it's a sound structure comprising about 10,000 sq. ft. and centrally located. The building's design leaves it suited to a variety of possible applications, including a range new businesses ventures, such as retail sales, light manufacturing, craft production, call centre and indoor or wet weather



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tourist attraction. The community desires to see the former school used to optimum advantage and, if possible, employed to engender employment through some type of viable new commercial venture. In recent weeks some interest has been expressed in the structure by outside business interests working in tandem with a former resident now working in Ontario.

In the near term, the following challenges will have to taken in to account and action taken as follows:

formation of a community task force; clarification of ownership and right of access; consultation with known interested parties; and call for expression of interests.

Documents

Vitalizing Judique - An Asset Map