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. I’d always wanted to work out in the community, but never thought I’d 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.

“I’m really excited about this business,” Cutler said. “It’s 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.