2. CONTENTS ACRONYMS
Executive Summary 3 ACOA Atlantic Canada Opportunities
Agency
ACSBE Acadia Centre of Social &
Vision 4 Business Entrepreneurship
Shared Vision 4 ADEDA Annapolis Digby Economic
Shared Values 5 Development Agency
Shared Purpose 5 BoFT Bay of Fundy Tourism
Partnership
Operational Environment 6 BR + E Business Retention & Expansion
CBDC Community Business
Regional Analysis 6
Development Corporation
Opportunities and Barriers 6 CED Community Economic
Development
Organizational Effectiveness 7 CNTA Central Nova Tourism
Organizing for Delivery 7 Association
Human Resources 7 CoRDA Colchester Regional
Partnerships 7 Development Agency
CWB Centre for Women in Business
Strategy and Performance 8
DCS Department of Community
Services
Strategic Initiatives 9 DFAIT Department of Foreign Affairs &
Regional Promotion 9 International Trade
Community Development 9 DSWNA Destination Southwest Nova
Business Development 10 Association
Advocacy 10 DoHP Department of Health
Promotion
DoL & WD Department of Labour &
Financial Position 11 Workforce Development
DoTCH Department of Tourism, Culture
& Heritage
EHDCC East Hants & Districts Chamber
of Commerce
GHP Greater Halifax Partnership
HABA Hantsport and Area Business
Association
JRC Job Resource Centre
Kings CED Kings Community Economic
Development Agency
LQRDA Lunenburg Queens RDA
MEH Municipality of East Hants
MWH Municipality of the District of
West Hants
NSARDA Nova Scotia Association of
Regional Development
Authorities
NSBI Nova Scotia Business Inc.
NSCC Nova Scotia Community College
NSED Nova Scotia Economic
Development
NSNP Nova Scotia Nominee Program
RDA Regional Development
Authority
SWSDA South West Shore Development
Authority
ToH Town of Hantsport
ToW Town of Windsor
VIC Visitor Information Centre
WHCC West Hants Chamber of
Commerce
2 | Hants RDA Mid-Year Report 2008-2009
3. 1 EXECUTIVE SUMMARY
This mid-year report covers the successful first six months of the Hants RDA’s
new strategic plan, “Connected. 2008-2011.” These past months have been busy
and productive. We have begun to implement changes that will align our
organization to the new strategy and help us achieve new levels of performance.
Under the leadership of our 12 volunteer directors, we are now achieving focus
and managing expectations. The new strategic plan draws upon a shared vision
and shared set of values for the future of Hants County. Based upon our
extensive strategy consultations we have ignited a new purpose for the Hants
RDA: as a connector supporting a web of partners and clients. This purpose is
expressed through new alignment to four core services: Regional Promotion,
Business Development, Community Development, and Advocacy.
Over the past six months, we have organized to deliver our new strategy. We
have put our house in order by realigning bylaws, policies, job descriptions, and
professional development activities. Our most significant achievement has been
the implementation of a balanced scorecard. The first scorecard report is
embedded in this document. It indicates that the Hants RDA is currently on
track to meet or exceed targets in 8 out of 10 indicators. Going forward,
scorecard reports will keep us focused on strategy and results.
At the outset of the year, we tackled a significant challenge with respect to our
funding and programming in East Hants. The resulting budget cuts have
hampered our ability to deliver elements of the year 1 regional promotion plan.
The board has now identified some funding for the regional tourism strategy
and will soon address the shortfall on our population strategy. Although we
were unable to fully fund a satellite office in Kennetcook, we continue to play a
central role in development projects in Hants North. Meanwhile, we have begun
a new working relationship with the Municipality of East Hants by writing a
protocol for joint business retention and expansion services.
Looking back on the preceding months, we take considerable pride in a number
of highlights, including:
A local business’ new joint venture with a multinational company;
Construction of the Sustainable Fish Farming Canada aquaculture facility;
Start-up of a new equestrian and winery business by American immigrants;
Implementation of the Hants County Small Business Clinic;
A visit by Premier MacDonald to businesses and communities in East Hants;
An interpretive centre plan and initial trail construction at the Cheverie Salt
Marsh Restoration Site;
The 2nd Annual 84th Regiment Homecoming;
Start-up of the Planters 250th Anniversary Project;
The 2nd Annual Hants County Arts Council “Festival of Art”; and
$675,000 in funding for a major expansion of the Windsor Day Care.
We have now laid the foundation for a new level of performance at the Hants
RDA. This report should provide insight into our performance year-to-date and
our pending contributions to Hants County’s sustainable prosperity.
Ryan MacNeil
Executive Director
Hants RDA Mid-Year Report 2008-2009 | 3
4. 2 VISION
2.1 Shared Vision
A year ago, we set out to find a fresh Throughout our strategic planning
focus for the Hants RDA. We consultations, we heard stories of
consulted our clients, neighbours people moving to Hants County to
and community leaders by “escape” urban life. People told us
travelling throughout Hants County. that they choose to live here to be
closer to nature and the ocean, to
From April to June, six community maintain family ties, and to live at a
consultations captured the public's sustainable pace. Over the coming
vision for this region. These sessions years Hants County can become
Vision Statement were held in Falmouth, Milford, even more of a haven from
Vaughan, Selma, Summerville, and adrenalin soaked cities. It can be the
"Sustainable prosperity Mount Uniacke. Forty individuals place where people reconnect to
for Hants County." life.
shared their perspective on the
region's challenges and
opportunities. At the same time, Hants County can
be a place where entrepreneurs
In September, we joined with the connect to a different kind of
Hants Action Team (a business climate. We can solidify
federal/provincial working group) our appeal to larger companies that
to consult with key not-for-profit seek transportation infrastructure,
organizations from across the proximity to the airport, and
county. We also began extensive talented workers. These will be
consultations with key partners and advanced manufacturing
all four municipalities. These companies that add value to our
consultations extended throughout abundant natural resources while
the fall and culminated in a recycling one-another's waste (like
"community leaders discussion Shaw Resources and Minas Basin do
paper." Feedback on the discussion today). But we will also see the
paper was received from councilors emergence of the "lifestyle
in all four municipalities. entrepreneur". These individuals
Throughout these consultations, we will choose to live in Hants County
worked diligently toward the and establish knowledge-based,
completion of our "business globally-competitive small
retention and expansion" pilot businesses.
project. By December, we were able
draw to upon the opinions of nearly Meanwhile, young people will be
50 CEOs and business owners. succeeding baby boomers at the
helm of Hants County's businesses
The Hants RDA staff and board and farms. We will all make an effort
reviewed the results of these to buy local products, especially
consultations throughout the year. local food. And visitors will travel
Staff held a number of strategy here from around the globe to
discussions from August 2007 to experience Nova Scotia's star
January 2008. The board devoted attraction: the Bay of Fundy.
time to strategic planning at each
meeting from August 2007 to Local residents envision an
March 2008. As a result, the board economically prosperous and
approved the principles of a new socially vibrant Hants County. They
strategy at its February 2008 focus, not on the quantity, but on
meeting, and approved the plan the quality of what we have.
“Connected” in March 2008.
4 | Hants RDA Mid-Year Report 2008-2009
5. 2.2 Shared Values 2.3 Shared Purpose
The world is currently asking itself The Hants RDA is one of 13 Regional
what genuine progress looks like. Development Authorities in Nova
We know, for instance, that some of Scotia. It was incorporated in 1997
under the Regional Community
the “economic growth” we have
Development Act. Governed by a
experienced over the past decades volunteer board of directors, we
has been at the expense of society receive funding from the
and the environment. Economic municipalities of East Hants, West
“growth” has meant simply “more.” Hants, Windsor, and Hantsport; the Values Statement
However, economic "development” Atlantic Canada Opportunities "We value genuine progress that connects
implies that our economy can also Agency; and the provincial social/cultural diversity and environmental
departments of Economic stewardship with economic growth."
evolve in a qualitative way.
Development and Community
Services.
When RDAs were formed 10 years Mission Statement
ago, Nova Scotia adopted a new For ten years, the Hants Regional "To make the connections that help Hants
definition of “development”: Development Authority has been County achieve sustainable prosperity."
facilitating community and business
...economic, social and development in Hants County. Our
institutional change brought clients have built and maintained Goals
about by a broadly representative facilities, celebrated our culture and To attract tourists, residents and
community process aimed at heritage, and employed our entrepreneurs to Hants County.
neighbours. They have made
improving the community as a To help Hants County’s most valuable and
significant contributions to the
better place to live and work most growable businesses develop the
social and economic development capacity to create and sustain quality
(Regional Community of Hants County. And we have been employment.
Development Act, Nova Scotia proud to help move vision to reality.
To help Hants County’s communities
Statutes, 1994). develop the capacity to address their most
Through meetings with our clients, pressing opportunities and challenges.
The concept of sustainable neighbours, and community
leaders, we have now refreshed our To help Hants County’s key advocates
development had appeared on the influence policy changes that support the
global stage long before RDAs were own vision for the future. We have
region’s sustainable prosperity.
found a shared desire for
created. It has, however, only fully
connectedness. We were told that
made its way to Nova Scotia in the community connections make our
past 2 years. Sustainable rural lifestyle distinct, and business
development means more than connections make our economy
“environmentally friendly” strong and flexible.
development. According to the
United Nations, Over the next three years, the Hants
RDA will focus on making
connections. We will connect new
"Sustainable development is
tourists, residents and
development that meets the needs entrepreneurs to Hants County
of the present without through Regional Promotion. We
compromising the ability of future will connect our clients to new skills
generations to meet their own and resources through Community
needs" (United Nations Development and Business
Brundtland Commission, 1987). Development. And we will connect
Hants County to outside decision
makers through Advocacy.
Hants RDA Mid-Year Report 2008-2009 | 5
6. 3 OPERATIONAL ENVIRONMENT
HEADLINE INDICATORS
(Financial Post, 2007)
3.1 Regional Analysis 3.2 Opportunities and
Barriers
Population: 42,700 Hants County is located on the Bay
Households: 16,500 of Fundy in the centre of mainland The Hants RDA engages in a
Avg. Income: $57,200 Nova Scotia. With four
Retail Sales: $395.8 m continuous assessment of the
municipalities, including East Hants, opportunities and barriers to
West Hants, and the Towns of community economic development
Windsor and Hantsport, the county in the county. On-going BR+E
benefits from a diversified economy efforts continue to highlight five
and slight population growth. recurring trends: Environmental
POPULATION DISTRIBUTION (2006)
Headline economic indicators are Opportunities; Understanding the
85 years and over reported in the table and charts to Workforce; Employee Attraction;
80 to 84 years the left. Investment Readiness; and
75 to 79 years
70 to 74 years Succession Planning. At mid-year,
65 to 69 years Like other rural regions of Nova workforce trends have taken a
60 to 64 years
55 to 59 years
Scotia, Hants County is feeling the particular significance in BR+E
50 to 54 years effects of labour force shortages efforts.
45 to 49 years caused by the migration of skilled
40 to 44 years
35 to 39 years and unskilled workers to Western Through strategic planning
30 to 34 years Canada. At the municipal level, both consultations in 2007-2008, the
25 to 29 years
20 to 24 years
East and West Hants continue to Hants RDA identified five key
15 to 19 years have challenges surrounding the external factors that are affecting
10 to 14 years
5 to 9 years
imbalance in growth of the Hants County’s economic
0 to 4 years commercial and industrial tax base prosperity: Population,
2000 1000 0 1000 2000
compared to the residential tax Environment, Globalization,
base. While municipalities are Urbanization, and Infrastructure.
Female Male increasingly challenged to attract At mid-year, efforts are underway to
new business, infrastructure develop new Regional Promotion
limitations on the East side, and a programming to address
lack of industrial lands on the West opportunities and challenges in
side, pose a continued threat. As the population and urbanization.
demand for infrastructure – Planning is underway for a public
EMPLOYMENT BY INDUSTRY (2006)
particularly water and sewer – forum on tidal power, and a new
Real estate and rental and… 245
continues to grow in both rural and approach to Bay of Fundy tourism,
Finance and insurance 585
urban areas, municipalities are also to address opportunities in
Information and cultural… 205 being challenged to address other Environment. Meanwhile, local
Transportation and… 1485 infrastructure needs, like the need manufacturers are weathering the
Retail trade 2465 for public transportation, and public current global economic downturn.
Wholesale trade 930 recreational facilities. The most concerning trend at mid-
Industry - Non applicable 270
year is the further erosion of
Public administration 1405 Literacy concerns and the growing government financial support for
Other services (except… 1050 inequity felt by the least wealthy the creation and maintenance of
Accommodation and food… 1125 members of the community also community infrastructure. A
Arts, entertainment and… 340 have a negative impact on the number of significant projects have
Health care and social… 1995
social health of Hants County. The been announced for Hants County
Educational services 1245
rural-urban juxtaposition of services while smaller community
Administrative and… 1005
in the County also affects service organizations continue to tackle
Management of… 0
provision – and it often hinders the red-tape. Guiding these
Professional, scientific and… 860
Mining and oil and gas … 305
County’s ability to bring together a organizations through the funding
Agriculture, forestry, … 1065
unified voice on key issues. application process continues to be
Utilities 100 a significant role for the Hants RDA
Construction 2305 in community development.
Manufacturing 2245
6 | Hants RDA Mid-Year Report 2008-2009
7. 4. ORGANIZATIONAL EFFECTIVENESS
4.1 Organizing for 4.2 Human Resources
Delivery
The Hants RDA derives its core
Through its strategic planning strength from the work of talented
process in 2007, the board of employees and volunteers. During
directors agreed that this this year-to-date, the Hants RDA has
organization can no longer be “all developed and implemented a new
things to all people.” The Hants RDA approach to staff training and
development. For each position, we STAFF
has learned that it needs a fresh
focus to better manage identified the competencies and
attributes we will need to deliver Ryan MacNeil, BBA, MAES
expectations. It has also learned Executive Director
that it can have a more lasting our four core services. Staff have
impact by building client capacity written personal development Pat Gould-Thorpe, BSc, BEng
than by doing the work for clients. plans and training has begun. To Community Development Officer
The 2008-2011 strategic plan brings date, 71% of development actions
Wendy Aird, BA, MBA
this fresh operational focus while for 2008-2009 are complete or in- Business Retention & Expansion Officer
addressing funder expectations and progress. Employee learning and
mapping out a path to genuine growth has been incorporated as a Karen Kittilsen, BTHM
key performance indicator in the (currently on leave)
progress for Hants County.
balanced scorecard. Chantelle Marshall, BA
In April 2008, the Hants RDA Administrative Coordinator
introduced a new internal structure 4.3 Partnerships Vacant
to reflect the need for focus within Assistant Development Officer
the organization. This began with The Hants RDA's strategic plan,
revisions to the bylaws and policies "Connected." recognizes the vital
where the board reaffirmed its role role of partnership in achieving BOARD
as a policy governance body, sustainable prosperity for our
streamlined its committee structure, region. The Hants RDA relies on Rick Gaudet, Chair
and clarified its relationship to staff strong partnerships across the
county, and throughout the Charlene McCulloch, Vice-Chair
through the Executive Director.
province, to achieve our regional Laurie Murley, Treasurer
One of the many differences to the vision. To this end we have made
Hants RDA in its new structure is the "partnership strength" one of the Fred Canavan, Director
focus on four service areas. key performance indicators in our
Mike Bishop, Director
Development Officer positions have new balanced scorecard.
been aligned to the new Regional John Bregante, Director
Promotion, Business Development In September 2008 we conducted
our first annual survey to gauge the Margot Bureaux, Director
and Community Development
goals. The organization has strength of our partnerships and Beth Caldwell, Director
adopted fresh job descriptions, a identify ways to strengthen our
new development planning / network of partners. The survey Gordon Dickie, Director
coaching process, and individual reached 18 of our closest
Creelman MacArthur, Director
performance indicators (aligned to community partners. The headline
the balanced scorecard). result was 4.0 points out of 5.0 on Beth McNeill, Director
partnership strength (see page 8).
Through the survey, partners also Jim Smith, Director
April to September 2008 saw the
Hants RDA get its new reported that their partnerships Brian Banks, Board Advisor
organizational focus in place with the Hants RDA contribute to
through careful alignment to the the region’s sustainable prosperity Bill Oland, Board Advisor
new strategic plan. (33% strongly agreed; 44% agreed;
Wendy Keen, Board Advisor
and 22% somewhat agreed).
Hants RDA Mid-Year Report 2008-2009 | 7
8. 4.4 Strategy and
Performance
The Hants RDA’s 2008-2011 BALANCED SCORECARD: APRIL – SEPTEMBER 2008
Strategic Plan (“Connected.”)
focuses the organization on four
core services: Regional Promotion,
MISSION PERSPECTIVE
Business Development, Community ACTUAL TARGETS
MEASURE STATUS
(YTD) 08-09
Development, and Advocacy. In establishing a
each area, the Hants RDA will work Visitor information centre tourists (#) 2,692 -
baseline1
to make the connections that will establishing a
help Hants County develop a Residents attracted (#) 2 -
baseline1
sustainable economy. Entrepreneurs/businesses attracted establishing a
1 -
(#) baseline1
In February 2008, the Hants RDA Business client jobs created and establishing a
526 -
board made a commitment to the maintained (#) baseline1
Community client projects created establishing a
NSARDA performance-based 32 -
and maintained (#) baseline1
funding model and began establishing a
implementing a balanced Policy changes influenced (#) 2 -
baseline1
scorecard. The scorecard has helped
align the organization to its new
strategy, by examining the four CUSTOMER PERSPECTIVE
product areas and two ACTUAL TARGETS
competencies (human resources MEASURE STATUS
(YTD) 08-09
and partnerships) through the Average client satisfaction survey 4.0 likely to exceed
standard five scorecard score (# out of 5)
4.8 ("satisfied")
target
perspectives.
The first quarterly balanced FINANCIAL PERSPECTIVE
scorecard is included to the right. It ACTUAL TARGETS
MEASURE STATUS
indicates that the Hants RDA is (YTD) 08-09
currently on track to meet or results expected by
Funder evaluation score (# out of 12) (PENDING) -
exceed targets in 8 out of 10 December 1
indicators. Budget expenditures variance (%) -4.6% 0.0% likely to meet target
NOTES TO THE SCORECARD PROCESS PERSPECTIVE
ACTUAL TARGETS
1. Targets have not been set for mission MEASURE STATUS
(YTD) 08-09
perspective measures in 2008-2009.
Reg. promotion strategies (IN
Baselines will be established over the year
completed (# out of 3) PROGESS) 3 resources required2
and used to set targets for 2009-2010.
Business retention and expansion
clients (#)
8 36 action being taken3
2. The board recently reallocated cost
savings from salaries to the tourism Business clinic client visits (#) 28 100 likely to meet target
strategy (to replace cuts made in April).
The human capital (people attraction) Community development clients (#) 31 36 likely to meet target
strategy and Hants Advantage Review are Advocacy strategy completed (IN
not currently resourced. These projects will (yes/no) PROGESS) YES likely to meet target
require both internal and external funding.
3. Business Retention and Expansion
activities have recommenced in East Hants LEARNING & GROWTH PERSPECTIVE
following a joint operating protocol
ACTUAL TARGETS
agreement reached on July 9. The Hants MEASURE STATUS
(YTD) 08-09
West BR+E caseload is at 41% of the year-
Employee development plan
end target. The Hants East caseload is at
completion (% of actions)
71% 100% likely to meet target
5% of the year-end target.
Average partnership strength survey 4.0
score (# out of 5)
4.0
("strong") likely to meet target
8 | Hants RDA Mid-Year Report 2008-2009
9. 5. STRATEGIC INITIATIVES
5.1 Regional Promotion
GOAL: To attract tourists, residents and entrepreneurs to Hants County.
TIMELINE
OBJECTIVE RESOURCES TARGETS PARTNERS OUTPUTS (YTD) OUTCOMES (YTD)
Q1 Q2 Q3 Q4
Staff Time
(Executive
Tourism Funding Increased
Director)
Operators applications understanding of
To develop a Volunteer
DoTCH submitted potential RDA role in
“Destination Hants Cmte Municipalities
ACOA Presentations by tourism
County” Strategy $5,000 DoTCH
Target SWSDA and BoFT development.
and associated from core CNTA &
Groups to Board 2,692 VIC Tourists at
promotional tools. $11,500 DSWNA
Struck ad hoc the end of July.
from BoFT board committee
outside
sources
Presentation on
Staff Time
People
(Executive
Development by Two new immigrants
To develop a Director)
Employers CoRDA scheduled secured their
People Attraction $2,500 cut NSED
Realtors for November permanent resident
(Human Capital) from DoL&WD
Province Board meeting. status through the
Strategy and budget in Target
(Immigration, Interaction with Hants RDA and the
associated April. Groups
DoL&WD) 19 potential new NSNP community
promotional tools. Requires
immigrants identified stream.
outside
(Community Dev
resources.
Officer).
RFP issued for
Regional Alliance
Staff time research project
(Executive (the first step in a
To review the
Director) review of Hants
Hants Advantage One new equestrian
$2,000 for Municipalities Peer Advantage).
Strategy and and winery business
regional NSBI RDAs Consultant
develop updated located in Hants
alliance Business DFAIT selected for
business County by Hants RDA
project Leaders NSED Winery Industry
attraction support clients.
tools. $500 for Attraction Project
Winery (linked to
project agriculture
portion of Hants
Advantage).
5.2 Community Development
GOAL: To help Hants County’s communities develop the capacity to address their most pressing opportunities and challenges.
TIMELINE
OBJECTIVE RESOURCES TARGETS PARTNERS OUTPUTS (YTD) OUTCOMES (YTD)
Q1 Q2 Q3 Q4
Community Target
To provide groups that Groups
capacity building Staff time address most NSED 31 not-for-profit 32 client projects
support to 36 (Community pressing ACOA organizations created or
community Dev. Officer) opportunities DoTCH served. maintained.
groups. and DoHP
challenges.1 DCS
1Most pressing opportunities and challenges (from the 2008-2011 strategic plan): Tourism, Culture & Heritage; Community Inclusion (newcomers and
disadvantaged groups); and Literacy.
Hants RDA Mid-Year Report 2008-2009 | 9
10. 5.3 Business Development
GOAL: To help Hants County’s most-valuable and most-growable businesses develop the capacity to create and sustain quality
employment.
TIMELINE
OBJECTIVE RESOURCES TARGETS PARTNERS OUTPUTS (YTD) OUTCOMES (YTD)
Q1 Q2 Q3 Q4
7 businesses
supported through
17 action items in
Hants West.
“Most
Protocol
To provide Staff time Valuable” 17 partner
completed with 526 client jobs
business retention (BR+E and “Most agencies
MEH. created or
and expansion Officer) Growable” on local
1 business maintained.
support to 36 Partner businesses in action
businesses. key team.3 supported through
time
industries.2 1 action item in
Hants East, led by
MEH.
1 LAT meeting
held.
Staff time
(BR+E 2 business start-up
Officer ACSBE workshops
Hants
and Keeping complete, serving 83% of participants
To provide 2 County
Admin. Lau 23 entrepreneurs. felt very comfortable
business planning residents
Coordinat (Coach) First coaching and confident in
clinics per month, preparing to
or) Referrals series started with taking the next step
serving 100 client open/expand
$5,000 from 5 participants each toward starting their
visits. a small
from core BR+E receiving 1 hour of business.
business.
Client Partners instruction (to-
registratio date).
n fees
5.4 Advocacy
GOAL: To help Hants County’s key advocates influence policy changes that support the region’s sustainable prosperity.
TIMELINE
OBJECTIVE RESOURCES TARGETS PARTNERS OUTPUTS (YTD) OUTCOMES (YTD)
Q1 Q2 Q3 Q4
Advocacy process
Staff time Hants
checklist complete Favourable responses
To develop an (Intern and County’s Target
Four advocacy on 2 policy advocacy
Advocacy Strategy. Executive Key Groups
activities activities.
Director) Advocates.4
completed.
2 Key Industries (from the 2008-2011 strategic plan): Agriculture, Mining, Forestry, Life Sciences Manufacturing, Building Supplies Manufacturing, Technology
Manufacturing, Environmental Products Manufacturing, Tourism, and Professional Consulting.
3 BR+E Partners include: ACOA, NSED, MEH, MWH, ToW, ToH, , NSBI, , DoL&WD, CBDC Hants-Kings, JRC, Futureworx, Peopleworx, CWB, NSCC, HABA, WHCC,
EHDCC.
4 Key advocates (from the 2008-2011 strategic plan): Hants RDA Staff & Board; Elected Politicians (Councilors, MLAs, MP); Chambers of Commerce and
Business Associations; and the NS Association of RDAs.
10 | Hants RDA Mid-Year Report 2008-2009
12. On behalf of the Board, I wanted to give a big Thanks for all your help and contributions to our
cause. We couldn’t have done it without you!
- Shelley Bibby,
Windsor Day Care
There are times when people wonder what, parastatal bodies like yours do for business. I just want
to go on the record, as one who has benefited significantly from your good offices. Previous support
of our activities, concomitant with the recent efforts of Wendy on BioMedica’s behalf are particularly
commendable....It is quite refreshing to see a government department running like a “ Small
Business”. On behalf of BioMedica, we appreciate the value you bring to our business endeavours.
- Dr. Abdullah Kirumira,
BioMedica Diagnostic Systems
The depth of resources provided by the RDA through Pat Gould-Thorpe was exceptional.
- Lee Hennigar,
Kennetcook Society for Economic and Environmental Development
1-877-284-2687
www.hantscounty.com
East Hants Resource Centre
Suite 200-1, 15 Commerce Court
Elmsdale, NS B2S 3K5
Fax: (902) 883-3024
Enterprise Centre of Hants County
Box 2313, 80 Water Street
Windsor, NS B0N 2T0
Fax: (902) 798-3254
