Profile of David Simms of the Great Northern
Peninsula Development Corp.
(May 2002)
The Bonne Bay Cottage Hospital
Heritage Corporation (May 2002)
Rising to the Challenge: Developmentally
Disabled Become Business Owners
(April 2000)
Profile
of David Simms of the Great Northern Peninsula Development Corp.
May,
2002
David
Simms was exposed to community development from an early age. The
long-time Executive Director of the Great Northern Peninsula Development
Corporation grew up in a fishing town in southern Newfoundland,
where people generally rallied together to discuss and better the
state of affairs of the community. "Both of my parents were
actively involved in their community," says David. "Though
as a kid I may not have been able to coin the goings-on as community
economic development per se, I was intrigued by the way people worked
together. Out of this sprang my own desire to grow up and do something
more."
David
was the first graduate of Memorial University's now defunct "Community
Development Studies" program. Back in the 70's, however, the
idea of getting a job as a CED developer was easier said than done.
David therefore opted to work at jobs that were related in some
capacity to the field. His positions included that of a planning
analyst with the Provincial Department of Fisheries and manager
of research and analysis with the Department of Rural, Agriculture
and Northern Development. He was also employed for eight years with
the Newfoundland Oceans Research and Development Corporation as
a socio-economic consultant and project manager. Through all of
this, David's travels and extensive research allowed him to gain
a broad perspective of community economic development.
While
working as a senior researcher for the Royal Commission on Employment
and Unemployment during the mid 1980's, David focused specifically
on rural development issues. "This renewed my commitment to
finding an opportunity to work in rural Newfoundland." In 1986,
he was hired by the six Northern Zone Development Associations to
draft a report on the state of the fishing industry on the Great
Northern Peninsula (GNP). The report stressed the need to form a
community-owned development corporation, which would act as the
primary vehicle for spearheading local business development ventures.
The Associations offered David the job of Executive Director with
what would soon become the Great Northern Peninsula Development
Corporation.
"It
was a big decision for me to go up north," recalls David. "At
that time, there was no money to pay my salary. Was I willing to
give up a secure, well paying job?"
David
took the risk -- and the risk paid off. Despite the massive task
of operationalizing the corporation without resources and funds,
GNPDC managed to start up multi-million dollar ventures in fish
processing and wood products during its early years. Other research
and business development activities proved successful, but GNPDC
continued to face challenges. One was finding financial resources
"We always struggled with the need to raise long-term equity
financing to sustain these business ventures", says David.
In
the late 1990's, David learned about CEDTAP, and applied for funding.
With the support of CEDTAP, the GNPDC developed a local equity investment
plan, which would serve as a vehicle to help local groups obtain
financing for their business initiatives.
The
GNPDC has since gone on to become a technical assistance provider
in its own right with CEDTAP. David currently assists the Bonne
Bay Cottage Hospital Heritage Corporation with their organizational
and opportunity development process, as they work to redevelop the
recently closed cottage hospital.
Over
the next five years, David expects the GNPDC will totally change
gears from being owners and operators of local community ventures,
to becoming full-time business advisors and facilitators. "We've
got a solid track record," says David. "We are ready and
able to help others."
The
Bonne Bay Cottage Hospital Heritage Corporation
May,
2002
"There's
too much history to let it go," says Joan Cranston. "It
was built by the community and should stay with the community."
Joan
is talking about the old Cottage Hospital located in Norris Point,
Newfoundland. In 1996, a rumour was going around that the hospital
was to be closed. Medical services would instead be provided by
a single local clinic.
But
the local residents would have none of it. The closure went ahead,
but their efforts in lobbying government paid off - a brand new
hospital was opened last year up the street from the old one.
So
then there was a new challenge: what to do with the old hospital?
With the help of David Simms from the Great Northern Peninsula Development
Corporation and funding from CEDTAP, the group set up the Bonne
Bay Cottage Hospital Heritage Corporation (BBCHHC) in the fall of
2001. Joan is the Chairperson of the Corporation. "We have
a strong sense of community that needs to be preserved," says
Joan. "The Cottage Hospital is located in the centre of town.
That makes it ideally situated to portray the heritage and culture
of the area."
Once
it developed into a fully functioning organization, the BBCHHC set
out to identify key opportunities for use of the hospital. The idea
of a museum, or 'heritage centre,' was put forward. Since cottage
hospitals were so significant to health care on the Great Northern
Peninsula and other parts of Newfoundland at one time, the hospital
could showcase this era and turn it into a major tourist attraction.
Besides seasonal visitors who spend time in Norris Point, many tourists
just pass through on tour buses. A cultural and heritage centre
would no doubt pique their interest, encouraging them to get off
the buses and stay awhile.
Re-locating
the Norris Point library from its cramped set-up in the local school
to the hospital is another focus of the corporation. Alongside a
museum, the library could act as a resource centre for local history.
A craft production centre would also tie into the theme of a local
heritage spot - watching others produce local crafts and then taking
a stab at it yourself. Such products include weaving, pottery and
glasswork.
In
addition to the revenues the museum and the crafts centre are expected
to generate, the Corporation is considering leasing out part of
the space to one or more private sector enterprises. "A health
spa facility is at the top of the list," says Joan. "The
community is showing considerable interest in the idea."
Moving
forward, the BBCHHC will soon complete a final development plan
for the hospital. The new facility is expected to open by the summer
of 2004.
Rising
to the Challenge: Developmentally Disabled Become Business Owners
Sudbury Sun, April 12, 2000
By Sari Huhtala
For many developmentally disabled individuals, a chance to participate
in work projects throughout the community provides stepping stones
towards independence. Becoming a business owner is even a greater
step towards independence, something Janice Cutler would never have
imagined herself doing.
I
never thought in a million years I would own a business, Janice
Cutler said. Yet here it (owning a business) has come a reality.
Id always wanted to work out in the community, but never thought
Id own a business.
Cutler
is one of five participants with the Sudbury District Association
for the Developmentally Disabled involved in a worker owned co-operative.
In
1998, the association launched a pilot project, the Jarret Value
2 store, to provide an opportunity for five developmentally disabled
adults to become co-operative owners of their own business, said
Mary Elizabeth Paonessa, manager of the Jarrett Value Centre.
They
(the disabled adults) have been very independent in operating the
business and have done very well, Paonessa said.
All
of the participants have previous work experience at the Jarrett
Value Centre located on Notre Dame Avenue, she added. For the past
two years, Cutler and her co-operative business partners, have been
training under the direction of the Canadian Cooperative Association
to learn all aspects of business management. Although Cutler has
four years previous experience working in retail at the Jarret Centre
sorting clothing, serving customers and working the cash register,
this is the first time she has been expected to calculate expenditures,
make bank deposits and take care of other financial aspects of the
business.
Im
really excited about this business, Cutler said. Its
going to be a real challenge doing everything on our own.
Since
the opening of Jarrett Value 2, the cooperative business owners
have also been training to work independently without supervision,
she added.
The
workers have also learned how to run board meetings successfully,
said Paonessa.
This
project is quite unique, Paonessa said. It (the project)
is really a unique way of finding employment for the developmentally
disabled.
Over
the next couple of weeks, the five participants will become independent
owners of Jarrett Value 2. Funding toward the project was received
from CEDTAP, the Community Economic Development Technical Assistance
Program.
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