ELEVATE Cape Breton - Fall 2020

COLLABORATION P20 Local businesses show strength, resilience

#CAPEBRETONFIRST P23 Campaign encourages supporting local

OCTOBER 2020

A PUBLICATION FROM THE CAPE BRETON PARTNERSHIP

PIVOTING PERSPECTIVE

Cape Breton Island companies adapt to a changing economy PG 14

PERSEVERANCE P26 CBU leads through pandemic

Virtual Adviser Program The Cape Breton Partnership is excited to offer the Virtual Adviser Program, powered by BoomersPlus, matching seasoned and experienced advisors from across the country with small and medium sized local businesses to provide advice and guidance.

For more information on the program, or to apply, visit: www.bit.ly/CB-Virtual-Adviser-Program

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OCTOBER 2020 / VOLUME 5 ISSUE 2

PHOTO COREY KATZ

ON THE COVER

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PIVOTING PERSPECTIVE

CAPE BRETON ISLAND COMPANIES ADAPT TO A CHANGING ECONOMY On cover: Cape Breton-Unama’ki businesses continue to showcase their ability to work together and support the local economy in more ways than one during COVID-19.

Cape Breton Partnership Board of Directors Executive Sandra Killam, Seaside Wireless Communications Inc. – Chair Steve Parsons, Eskasoni Corporate – Vice-Chair Rob Wadden, Grant Thornton – Treasurer Jennifer MacLeod, MacLeod Lorway Insurance – Secretary Alex Paul, Mi'kmaw Economic Benefits Office – Past Chair Brian Purchase, Schwartz Furniture – Director Directors Damien Barry, Louisbourg Seafoods Tracey Boutilier, Vibe Creative Group Osborne Burke, Victoria Co-operative Fisheries Ltd. Howie Doiron, Lindsay Construction Amanda Mombourquette, Strait Area Chamber of Commerce Dan MacDonald, CBCL Ltd. Beth Mason, Verschuren Centre, CBU Monica McCarthy, East Coast Credit Union Allan Eddy, Port Hawkesbury Paper Blaire Martell, Lobsters-R-Us Jillian Janega, Cabot Links James Wooder, JBW Consulting Inc. Fred Tilley, Marconi Campus, NSCC Jennifer Martin, Membertou Corporate Paul Breski, Nova Scotia Power

20 Collaborating during COVID-19

Local businesses show strength, resilience with the help of community support

Alicia Lake is the Executive Director of the Cape Breton Food Hub.

26 Perseverance will triumph Cape Breton University leads through pandemic

23 Cape Breton Partnership launches #CapeBretonFirst

PLUS

Campaign encourages supporting local businesses, social enterprise

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24 Safety first

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Community health, well-being at the heart of Eskasoni’s self-declared state of emergency

Cape Breton Partnership Contact

PRESIDENT & CEO’S MESSAGE

REGIONAL BUZZ FEATURE: CAPE BRETON LOCAL IMMIGRATION PARTNERSHIP REGIONAL BUZZ

28 PROFILE: MICRO-LOAN PILOT PROGRAM 30 PARTNERSHIP UPDATE

Elevate is published by The SaltWire Network on behalf of the Cape Breton Partnership

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For more information about the Cape Breton Partnership visit www.capebretonpartnership.com.

For any questions about Elevate Magazine, contact the Cape Breton Partnership at 902-562-0122 or by email at elevate@capebretonpartnership.com.

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Elevate Magazine Leads: Jeremy Martell, Megan Tonet Editor: Paula Bugden Layout & Design: Peter Ross Cover Photo: Alejandro Escamilla/unsplash Portraits: Steve Rankin, Corey Katz Contributing Writer: Nicole Simmons

Disclaimer Elevate magazine makes no warranties of any kind, written or implied, regarding the contents of this magazine and expressly disclaims any warranty regarding the accuracy or reliability of information contained herein. The views contained in this magazine are those of the writers and advertisers; they do not necessarily reflect the views of Elevate magazine and its publisher The SaltWire Network.

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TABLE OF CONTENTS

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ELEVATE

PRESIDENT & CEO’S MESSAGE

Putting #CapeBretonFirst Pivoting through a global pandemic

CAPE BRETON-UNAMA’KI COMPANIES HAVE PROVED WHAT WE HAVE KNOWN ALL ALONG: THAT THEY ARE INNOVATIVE. WE ALSO KNOW THEY ARE COLLABORATIVE AND SUPPORTIVE OF OTHER LOCAL BUSINESSES.”

CARLA ARSENAULT

President & CEO, Cape Breton Partnership

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he COVID-19 global pandemic has touched the lives of people all across the globe. From the unprecedented health crisis to the economic fallout, there is no question COVID-19 will shape the future in ways that were unimaginable just several short months ago.

This edition of Elevate will showcase some of the innovative Cape Breton-Unama’ki companies who are pivoting and adapting during the COVID-19 pandemic. In March 2020, the Highland Arts Theatre (HAT) was one of the many performing spaces in Cape Breton-Unama’ki that were forced closed due to the pandemic. With no large gatherings allowed, the HAT was able to re-imagine its future. You will learn about the HAT’s Radical Access Campaign, which is positioned to make it the first professional community-funded theatre in Canada and which garnered publicity for the program across North America.

You will also learn about how other Cape Breton-Unama’ki businesses are pivoting to provide products to support the healthcare crisis. From Glenora Distillery, which repurposed their whisky facilities to produce hand sanitizer, to Cape Breton manufacturing businesses Protocase, 45Drives and Advanced Glazings, who together, along with other experts, formed the Nova Scotia Emergency Ventilator Consortium to support the development and production of much-needed ventilators.

In addition to medical-related products, the need for access to local food was also critically important during the pandemic.

You will learn about how the Cape Breton Food Hub was able to support local food producers through their online ordering system. All of these innovative businesses are local and used their talents and resources to pivot quickly and provide needed products and services to Cape Bretoners.

Cape Breton-Unama’ki companies have proved what we have known all along: that they are innovative. We also know they are collaborative and supportive of other local businesses. Despite the challenges and uncertainty surrounding COVID-19, there are a number of Cape Breton-Unama’ki entrepreneurs who took the steps to start their new businesses during the pandemic.

We will introduce you to Cape BretonUnama’ki’s first locally owned cidery, Island Folk Cider House, and learn how they opened their doors at the height of the pandemic. You will also read about JJ’S Plant Based Eats, who regularly cross-promoted their business with local coffee house Doktor Luke’s. And, finally, you will learn about tourism businesses that have embraced the Atlantic bubble, including Cabot Trail Tiny House Vacation Rentals, a unique accommodations business in Belle Côte, and Cheticamp Adventure Co., one of only two water sport rental companies in Cape Breton-Unama’ki.

All of these entrepreneurs are intensely passionate about what they do and believe Cape Breton-Unama’ki is the right place for their business. What they need most, especially right now, is our support.

PRESIDENT & CEO’S MESSAGE

As Cape Bretoners settle into new and safe routines following the peak of the global COVID-19 health crisis, the need to support local business remains strong.

In the pages to follow, you will also learn about how Eskasoni First Nation addressed the pandemic’s challenges, taking a proactive approach to health and safety and an opportunity to create employment and invest in necessary telecommunications partnerships.

As Cape Breton-Unama’ki’s private sectorled economic development organization, the Cape Breton Partnership is dusting off the well-known Think Cape Breton First brand and launching #CapeBretonFirst, an Islandwide campaign to encourage Cape Bretoners to buy, eat and stay local.

Think Cape Breton First has been around for more than two decades and the message still rings true today. Our purchasing power matters now more than ever. When we, as an Island, Think Cape Breton First, every dollar spent on the Island contributes to a better Cape Breton-Unama’ki. #CapeBretonFirst is about supporting local Cape Breton businesses right here at home. We hope you will join us in supporting our local Cape Breton-Unama’ki companies and support #CapeBretonFirst.

Thank you for all you are doing to support our community, particularly our small businesses and entrepreneurs. As we move forward with continuing to reopen our economy, our hope is that instead of getting back to normal, together we can get back to better … a better and stronger Cape BretonUnama’ki. #CapeBretonFirst ■

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REGIONAL BUZZ FEATURE

The Cape Breton Local Immigration Partnership fosters welcoming communities that support the full participation of newcomers to Cape Breton-Unama’ki.

PHOTO STEVE RANKIN

Connecting with newcomers

Fostering welcoming communities with the Cape Breton Local Immigration Partnership CONTRIBUTED BY Cape Breton Partnership

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hough COVID-19 has created obvious challenges to Cape Breton Island’s immigration efforts, it has not deterred the hard work being completed by the Cape Breton Local Immigration Partnership (CBLIP).

Administered by the Cape Breton Partnership, the CBLIP is a collaborative initiative designed to foster welcoming communities that support the full participation of newcomers in the social, economic, political and cultural life of Cape Breton-Unama’ki.

The CBLIP is led by an advisory council, with representation from community and government leaders from across the Island, as well as an Immigrant Advisory Table made up of individuals who have immigrated to Cape Breton themselves and who help ensure that newcomer perspectives always inform the work of the CBLIP.

PHOTO CONTRIBUTED

The Cape Breton Local Immigration Partnership recently partnered with the JA Douglas McCurdy Sydney Airport to install a sign that welcomes Cape Bretoners, visitors and newcomers alike to the Island.

PHOTO CONTRIBUTED

REGIONAL BUZZ

PHOTO STEVE RANKIN

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“We know that Cape Bretoners are firstclass welcomers and we are so pleased to help share this message with newcomers,” says Kailea Pedley, CBLIP Program Manager.

“We recently partnered with the JA Douglas McCurdy Sydney Airport to install a beautiful sign that welcomes Cape Bretoners, visitors and newcomers alike to the Island in the 25 most common mother tongue languages spoken in Cape Breton.”

The CBLIP has also announced its officially rescheduled update event for stakeholders and leaders across the Island. The Ways We Welcome will include updates from the CBLIP and a luncheon with keynote speaker and entrepreneur Tareq Hadhad of Peace by Chocolate in October 2020. Originally scheduled for March, this event’s focus is more important than ever as we look ahead to the future of newcomer settlement on the Island.

For more information on the CBLIP and the efforts of its partnering organizations, visit newtocapebreton.com. ■

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One of the priorities of the CBLIP is to raise public awareness of the benefits of immigration for Cape Breton communities.

As part of this effort, the CBLIP recently released two documents aimed at helping Cape Bretoners to better understand the immigration landscape: a glossary of common terms and a booklet of immigrationrelated facts.

Working to better understand the needs of newcomers on the Island is another key priority, especially during the COVID-19 pandemic. In May, the CBLIP consulted with newcomers regarding their experiences during the pandemic and shared what they heard with newcomer-serving organizations across the Island to help inform their work.

Community consultations led by the CBLIP have also laid the groundwork for the newly announced Cape Breton Welcome Network, an initiative designed to support and connect a network of volunteer-led community welcome groups.

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ELEVATE

REGIONAL BUZZ Sugar Witch serves up sweet treats

Nestled in the woods down a short, twisty road in Ingonish, you’ll find the Sugar Witch. But unlike Hansel and Gretel’s fate, you’ll be happily surprised to find sumptuous treats that come without any danger.

Sara Dunphy is the sole proprietor of Sugar Witch Custom Cakes and Bakery. She studied at Holland College, then worked in Edmonton and moved home several years ago. Dunphy took the entrepreneurial leap and opened Sugar Witch in September 2019 and her oven has barely cooled since, even amidst COVID-19. Dunphy creates her delicious small-batch baking in a 12-by-14-foot shop, which she designed. Her specialties include unique birthday cakes and cupcakes, including flavours such as cream cheese turtle, salted chocolate caramel and grasshopper.

NSCC Marconi Campus update

PHOTO CONTRIBUTED

Mabou River Inn attracts avid cyclists

Location, location, location. This buzz phrase certainly applies to the Mabou River Inn. Increasing numbers of cycling enthusiasts are flocking to Mabou to enjoy the rolling hills and breathtaking scenery. Mabou River Inn sits adjacent to the popular Celtic Shores Coastal Trail. Since gaining a Bike Friendly Certification, Owner Dave Cameron says they’ve welcomed many avid cyclists. Bike Friendly Certification is a program of Bicycle Nova Scotia. Businesses with such a certification agree to support bicycle commuting, bicycle travel and bicycle tourism experiences in Nova Scotia. Cameron says they offer storage for bikes to keep them safe and out of the weather. Many groups do the 56-kilometre round trip to Inverness from the Mabou River Inn.

Celtic Colours goes online

October in Cape Breton is synonymous with Celtic Colours, but this year the music moved out of halls and into homes. While the festival is normally spread across the Island, Celtic Colours adapted to the challenges of 2020 by shifting to an online festival format, Celtic Colours International Festival At Home. The festival celebrated Celtic music and culture with a nightly series of webcasts featuring artists from Cape Breton and

around the Celtic world, offering a mix of pre-recorded and live performances, which were streamed from the Membertou Trade and Convention Centre each night.

Working in partnership with NovaStream and Soundpark Studios, the festival also included a nightly pre-show focused on the people and places of Cape Breton. While the event normally brings artists and fans from across the world to visit Cape Breton, this year’s virtual structure meant

that events could be available for viewing from anywhere on the Celtic Colours website, YouTube and Facebook until Oct. 31. Viewers could make donations and purchase merchandise online, helping the festival to cover costs that are normally recouped through ticket revenues. Celtic Colours has been a beloved festival for more than two decades, but the ability to restructure allowed them to bring the joy of music and Cape Breton culture to people from a distance.

REGIONAL BUZZ

The Sydney waterfront began its transformation into an educational hub this summer, as construction started on the new Nova Scotia Community College (NSCC) Marconi Campus in July. The first construction tender was issued

by NSCC on June 26, with further tenders expected to be issued in the subsequent 18 months. Initial construction includes environmental work and demolition in the area between Falmouth, Esplanade and Crescent streets and the waterfront. It took less than a year since the location was announced for the project to move forward.

The new location is expected to play an important role in the economic growth of the area by revitalizing the downtown core and creating a destination campus. “It is exciting and rewarding to see construction begin. In the midst of a global pandemic, it is important to have good jobs for our citizens and the resulting spinoffs for local businesses are vital for the CBRM’s economy,” says Mayor Cecil Clarke of the Cape Breton Regional Municipality. The campus is projected to open September 2024.

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Engage Nova Scotia studies our quality of life

Destination Cape Breton Association celebrates in big ways

In the face of COVID-19, the Destination Cape Breton Association (DCBA) has been celebrating the Island and its people. In April, DCBA launched 30 Days of Thanks, a campaign to recognize the work of essential ser-

LearnAbility goes the distance

PHOTO CONTRIBUTED

A Better Bite Cafe opens

A Better Bite Cafe, located on the second level of the newly renovated The Convent on the New Dawn Enterprises campus in Sydney’s north end, officially opened its doors on Aug. 4. Customers at the new downtown cafe will be providing affordable meals to people in need while they sip espressos or eat gourmet pizza, as all of the money the cafe takes in goes to the non-profit social development agency’s Better Bite Community Kitchen, which runs the New Dawn Meals on Wheels program. This will aid the volunteer-driven organization in delivering approximately 12,500 hot and nutritious meals to the doors of people in the community each year. The organization has had remarkable success in the first few weeks of operation, citing sold-out menu items. The cafe seats 45 people and boasts a beautiful outdoor patio. The focus at the moment is on breakfast and lunch from 9 a.m. to 4 p.m., with pop-up events and dinner services on special occasions.

vice providers, from health-care workers and first responders to grocery store workers and delivery people. The campaign invited people from across Cape BretonUnama’ki to nominate friends, family members and co-workers who have a positive impact on their communities. Thirty nominees were randomly selected throughout the month of May to receive gift cards for tourism experiences, giving the winners a

unique opportunity to experience the Island. For those following the campaign on social media, it highlighted the incredible people and experiences on the Island.

July saw DCBA celebrating the Island through food by introducing Lobster-Licious, a three-week event to promote restaurants and local seafood. The event encouraged people to tour the Island to try unique lobster dishes at some of the 20 participating establish-

When faced with the challenge of COVID-19 closures, LearnAbility Nova Scotia took the opportunity to expand and grow. The professional tutoring company and education centre, which celebrated 15 years in business as of July 2020, normally operated out of their office in Sydney River. Their in-person services included researchbased intervention for students with learning deficits, learning disabilities and attention deficit disorder, as well as academic tutoring, professional development and parent sessions. When LearnAbility offices closed in March due to COVID-19, however, they quickly adapted their programming to an online platform.

LearnAbility used the time they were closed to the public to train staff in online instruction. After only two weeks of closure, staff offered virtual classes through Zoom. Shifting online meant that LearnAbility could start expanding their reach and engaging with students who would not otherwise be able to access their supports. They started advertising outside of Cape Breton to offer services to students across Nova Scotia and now have the ability to teach students anywhere in Canada.

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In March 2020, Engage Nova Scotia released the results of their Nova Scotia Quality of Life Survey.

The study was developed in partnership with Nova Scotia Community College (NSCC) and nine Local Leadership Teams across Nova Scotia, including two based on Cape Breton Island. There were more than 12,000 responses to the 230-question survey and more than 2,500 were from Cape Breton Island. The results were compiled into a summary document, An Exploration of Wellbeing in Nova Scotia: A Summary of Results from the Nova Scotia Quality of Life Survey, which is available at engagenovascotia.ca/ns-qualityof-life-Initiative. Results revealed information about average life satisfaction, community vitality, health and health care, democratic engagement, environment, leisure and culture, education and more. Engage Nova Scotia plans to do further analysis of the data, as well as stakeholder and public engagement throughout 2020. Cape Breton-Unama’ki’s Local Leadership Teams will be involved in this process. They also intend to create an online data portal to allow people easy access to the results. The next Quality of Life Survey is planned to take place in 2024.

ments. Lobster-Licious featured a passport system, where restaurants provided a stamp to diners who purchased the lobster dish.

Three stamps resulted in an entry for a chance to win a two-night getaway organized by Cabot Discovery Tours. Both programs provided a creative boost to local tourism.

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ELEVATE

PHOTO CONTRIBUTED

Inverary Resort construction continues

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The historic Inverary Resort, located in Baddeck, experienced a devastating fire in the summer of 2018, destroying the resort’s main lodge building that included many guest rooms, a reception area and the Thistledown restaurant. The Inverary Resort’s main lodge building, however, is being rebuilt. “The design concept is based on replicating the essence of the original building — its nostalgia — while enhancing it to be an even more guest-focused experience venue,” says Matt MacAulay, Inverary Resort’s Operations Manager. “Our entire team is thrilled to unveil this concept and to know that the Inverary property will be fully restored to its glory over the coming months.” Plans for the rebuild include bringing some of the former elements back, such as the big front porch, while mixing in something new, including spa and recreation facilities, laundry facilities and offices, as well as additional guest rooms.

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Kreative Design gets creative with face masks

The need for non-medical masks in the midst of COVID-19 resulted in a new business opportunity for Kreative Design’s Kim Boudreau.

After realizing non-medical masks would be commonplace throughout the pandemic and post-pandemic period, Boudreau began designing reusable masks that would be both eco-friendly and fashion-conscious. The masks are custom designed, featuring lace, sequins and Swarovski crystals.

They are also made with doublelayered, pre-shrunk cotton, a removable wire for over the nose and a pocket to accommodate an optional protective filter, all to ensure the masks are safe and pretty. Kreative Design also takes orders for custom-made masks, an offering that is particularly popular with brides and wedding parties.

While the boutique faced its own challenges due to COVID-19, closing its doors from March until the end of April, the use of masks in public meant that Kreative Design could develop a new product to meet customers’ needs.

PHOTO CONTRIBUTED

Broken Clock Recording Studio opens

After years of sitting dormant, new life is being given to a building on the Louisbourg waterfront. Broken Clock Recording Studio opened its doors in June, after a short delay due to COVID-19 pandemic restrictions. Owner and Operator Travis Morrison has been busy so far and only aims to pick up speed from here. He has seen customers from around the Island who are more than happy to take advantage of the inspirational scenery and great food the quaint town has to offer when visiting his little corner of isolation. Having just returned from three years in the Cayman Islands, where his wife taught music, Morrison, also a musician, decided to make his dreams a reality and started looking for a space to call his own. “I always loved Louisbourg and I’m glad I can add something to this already unique town. The community has been very supportive and welcoming,” says Morrison. The layout of the building allows for a lounge area, a large band/rehearsal room, a vocal booth and control room. As well as music production, tracking and audio editing, Morrison is offering drum and guitar lessons and will also be renting the space out for rehearsals.

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MacKinnon’s Campground celebrates milestone anniversary

MacKinnon’s Campground is celebrating 50 years in business in 2020. The family-owned campground has been located on Rte. 395 near Lake Ainslie since 1970, when it first opened for campers.

The campground was developed as a partnership between Michael Gillis and Donald MacKinnon and is still owned and run by the Gillis family. Over the years, Gillis and MacKinnon expanded the offerings of their campground. In 1976, Gillis built a convenience store on the property so that campers would have access to goods and services while visiting, a store that still operates today. A hall was added to the site in 1999 as a place for people to gather and participate in events, such as dances. More recently, the campground developed new sites and upgraded the sewer and electrical systems. During its 50 years, MacKinnon’s Campground found itself with a dedicated group of campers who return annually, some of whom rent sites by the month or keep trailers on-site throughout the year. The family business expects to see happy campers visiting for years to come.

Silver Donald Cameron’s love letter to Isle Madame

PHOTO CONTRIBUTED

Ethical Swag receives sought-after certification

After a difficult process that began in the fall of 2019, Ethical Swag has obtained the honour of becoming a Certified B Corporation entity. This accreditation means Ethical Swag has been audited to a global standard for social and environmental performance, accountability and transparency. Ethical Swag, as the name suggests, sources goods from ethical manufacturers and sells them to companies or organizations to represent their brand. The goods offered on the website range from apparel to handbags to notebooks. Their products are from suppliers who have passed third-party audits for supply chain security, social compliance and environmental stewardship, allowing customers to source ethical products. The company achieved B Corporation certification on its first try, which is known to be a rare achievement. This certification endows Ethical Swag with a certain level of trust visitors to the company’s website can feel comfortable with immediately. It has also increased sales among the Certified B Corporation community, thereby increasing the social value. Certified B Corporations are a new kind of business that balance purpose and profit. Ethical Swag is now part of a community of leaders who are driving a global movement of people using business as a force for good.

REGIONAL BUZZ

Silver Donald Cameron’s final book met with instant success when it was posthumously released this August. The renowned Author passed away in June, not long after finishing the manuscript for his 20th book, Blood in the Water: A True Story of Revenge in the Maritimes.

The book made the Toronto Star bestsellers list and was sold out from local locations that Cameron had strong connections with, as well as through various online vendors. According to his wife, Memoirist and Writer Marjorie Simmins, Blood in the Water was Cameron’s love letter to Isle Madame. Cameron lived in the Isle Madame, Richmond County community of D’Escousse since the 1970s and his final book was written with the intent of helping the Isle Madame community heal from the complex events surrounding a 2013 murder case that deeply divided the community.

Cameron was an author, environmentalist and public speaker and spent time working as a journalist, university instructor, playwright, filmmaker and writer-in-residence at schools across Canada.

OCTOBER 2020

Cabot Cape Breton opens The Nest

Cabot Cape Breton, the Island’s award-winning links golf resort in Inverness, added a new course this summer. Known as The Nest, the course is a par three, 10-hole course that supplements the existing Cabot Links and Cabot Cliffs courses. The Nest was designed

by Rod Whitman and Dave Axland of Whitman, Axland & Cutten Golf Course Architects and is located in the highest point of Cabot Cliffs.

The short course was intended

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to provide visitors with a more inclusive option for experiencing the beauty and enjoyment of golfing in the Inverness area.

“The Nest’s swifter pace of play is meant to [appeal] to a variety of people, including families, juniors and beginners, along with experts and pros,” says Keith Cutten of the architect firm. Though Cabot Cape Breton dealt with the challenges of a delayed opening and a decrease in out-of-province visitors, opening The Nest gave them a new and exciting way to engage with local golfers.

CB Eats in popular demand

Local food delivery company CB Eats has been growing in popularity since the COVID-19 pandemic hit. When restaurants were forced to close to the public, CB Eats was well positioned to provide support, allowing restaurant owners to maintain a connection with their customer base through delivery. The company adapted their services to be more accessible for restaurants as well. They lowered their fees to adjust for

the decreased revenue restaurants had when their dining rooms were closed. CB Eats’ existing structure fits easily with the need for social distancing, which meant customers could use the delivery service to continue buying food from local restaurants throughout extended closures. The company’s continued success allowed it to expand to restaurants in Glace Bay and Northside communities. CB Eats intends to continue expanding by adding more restaurants to the list of local establishments they serve. ■

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COVER STORY

PIVOTING PERSPECTIVE Cape Breton Island companies adapt to a changing economy The Cape Breton Food Hub connects consumers with local agri-food producers through an online market portal.

PHOTO COREY KATZ

SECTION TITLE

OCTOBER 2020

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FALL 2020 ELEVATE

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COVER STORY

STORY NICOLE SIMMONS

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rior to the COVID-19 pandemic, executives prided themselves on equipping their businesses for change. Business leaders and entrepreneurs planned and implemented strategies to ensure their companies and organizations could have a greater impact and anticipate up-and-coming trends. They worked to make their companies more agile, improve efficiencies, equip employees with the tools they needed to succeed and prepared their businesses for the future.

Then the future happened.

In the wake of COVID-19, every industry was affected.

While some industries, like tourism, will see lasting economic impacts with a challenging recovery, others were disproportionately rocked with an influx of consumer need, creating an unsustainable demand on supply chains.

Although many businesses dialed back expectations of growth, many were able to pivot operations and retool in other ways to support the newfound economic climate.

Adapting to change was seen in an entirely new light.

To keep their doors open or action meaningful support, some businesses were able to shift to help the healthcare industry or their communities, while others identified new opportunities and increased their presence in the digital sphere — and some utilized more innovative, radical methods to keep their companies afloat.

When everything stopped in Marc lining, I think, was that the world s would take this hiatus, which is un experienced in our lifetime, and ta innovate, to come up with a new w that would be better than it was in Wesley Colford, Artistic and Executive Director, Highland Arts Theatre

Highland Arts Theatre At the Highland Arts Theatre (HAT), the inspiration of change had been brewing in the mind and imagination of Artistic and Executive Director Wesley Colford for quite some time. The restrictions of the pandemic provided the landscape to bring those plans to light.

While some businesses’ strategic models for post-pandemic recovery included price hikes to offset shutdown revenue losses, the HAT did a complete turnaround in an attempt to redeem lost revenue by uplifting the public with comedy and enjoyment free of charge.

“It really feels like we’ve been able to take what could have been an extinction event and used it to innovate,” says Colford.

“Hopefully, this will lead to our best success in the years to come.”

COVER STORY

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ch, the one potential silver society and the government nlike anything any of us have ake that time to reflect, to way of looking at the world n February 2020.”

PHOTO COREY KATZ

When the pandemic hit, the HAT realized the limited audience size would not be able to generate a profit from ticket sales once restrictions relaxed. Rather than closing for the foreseeable future, the HAT re-imagined its role in the community with its new Radical Access Campaign.

The goal of the Radical Access Campaign is to have the HAT be the first professional community-funded theatre in Canada. The strategy is to encourage the community to support the theatre with monthly funding pledges, which Colford says is similar to the model used by digital companies, such as Netflix or Spotify. As the HAT reaches monthly targets, it is able to support various objectives, from providing student scholarships to supporting Black and Indigenous

playwrights. Best of all, once the monthly goal is reached, the society promises to have all 12 of its mainstage productions offered free of charge to all audiences.

“Ultimately, Radical Access is a combination of several ideas or models that I’ve been dreaming about for years,” says Colford. “We knew it was something that felt revolutionary, the idea of having all of our mainstage productions tickets be free. It seems counterintuitive on one end, especially when you’re talking about the revenue; but, when we looked at the revenue actually being generated from those shows, what we realized was that the central premise of why they exist is to create professional theatre productions using local talent and for as many people as possible.”

FALL 2020 ELEVATE

Colford also says the donations are tax deductible and the total yearly donations of many people will be the equivalent of purchasing tickets for just a few shows each season, so it’s a win-win. The bigger win is that the radical new concept appears to be sustainable. When the pandemic is resolved and the audiences can fill the seats of the theatre again, Colford will be looking to the future of free theatre for all.

“When everything stopped in March, the one potential silver lining, I think, was that the world society and the government would take this hiatus, which is unlike anything any of us have experienced in our lifetime, and take that time to reflect, to innovate, to come up with a new way of looking at the world that would be better than it was in February 2020.”

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COVER STORY

People, such as doctors, dentists, vets, locally and Nova Scotia-wide, were having a really hard time finding face masks. So, we now make masks as a service to local people — a good thing for local people who are stuck.”

DR. DOUG MILBURN, CO-FOUNDER, PROTOCASE INC.

Protocase Inc. Co-Founder Dr. Doug Milburn formed the Nova Scotia Emergency Ventilator Consortium.

PHOTO COREY KATZ

Protocase Inc. One of the HAT’s contributors is another prominent Cape Breton company that is known for innovating through sound leadership: Protocase Inc. From the outset of the pandemic, Co-Founders Dr. Doug Milburn and Steve Lilley knew the dismal predictions of ventilator shortages in Nova Scotia and throughout Canada. Milburn also knew that Protocase Inc. was uniquely positioned to ensure Nova Scotian lives could be saved if the situation became dire.

Even before COVID-19 cases were detected in Atlantic Canada, Dr. Milburn reached out to his brother, Dr. Chris Milburn, Chief of Emergency Medicine for the Eastern Zone of the Nova Scotia Health Authority, to learn what is needed in an intensive care ventilator. Following those discussions, the Nova Scotia Emergency Ventilator Consortium was formed.

“We decided we would go for the larger ventilator effort and that’s what we did,” says Dr. Milburn. “From there, we needed to put together a system. Protocase and 45Drives were capable of handling the mechanical side, while Advanced Glazings was very capable of doing censoring and the science of airflow and design of valves. We could’ve done the software, but it would’ve overtaxed our capacity and become a real weakness, so we brought on Enginuity, a company based out of Halifax, for the software. Their strengths lie in industrial software development, control software and embedded system capabilities.”

The team of engineers and software developers worked with physicians and respiratory therapists to develop a machine that is safe and effective, without any of the flourishes that are superfluous to the machine’s most basic function. This enabled them to design a product which can be manufactured more quickly and less expensively. The ventilator connects to standard masks, tubes and oxygen connectors and production will be able to quickly and adequately meet the needs of hospitals if needed. With a retail price of less than $5,000, the ventilator offers an economic solution for a wide range of emergency uses and budgets.

Within three weeks, a prototype was delivered to Health Canada for certification. If a second wave of the pandemic creates a shortage of ventilators locally, the Consortium will be ready to provide its model, with the expected short-time turnaround Protocase Inc. is known for.

“We were able to step up and achieve results so quickly because it’s simply inherent in our business model. It’s what we do,” says Lilley, President of Protocase Inc. “We have built specialized process development techniques that allows customers to go from design idea to functional prototype — or, in some cases, actual product — in a matter of days, which is typically unheard of in the product development world. We tend to be very dynamic in our approach to solving customer needs and can adapt, resource wise, very quickly. In a nutshell, we were built to address this ventilator challenge.

COVER STORY

And having the ability to bring in partners with required area of expertise beyond what we had in-house only made the project that much more successful.”

Protocase Inc. currently serves more than 14,000 customers worldwide. Of those, many clients are involved in various aspects of medical research, product development, testing and engineering. Through day-today operations, the company has a standard turnaround of two to three days and is ready and willing to take on new challenges within the medical field as they emerge. The ventilator project has just reinforced the confidence in Protocase Inc.’s ability to deliver under such conditions, says Lilley.

In the meantime, Lilley and Dr. Milburn’s team has been supporting the community by using the Protocase 3-D printers to produce face shields.

“A lot of businesses and people locally were having supply chain issues early on,” says Dr. Milburn. “People, such as doctors, dentists, vets, locally and Nova Scotia-wide, were having a really hard time finding face masks. So, we now make masks as a service to local people — a good thing for local people who are stuck.”

Protocase Inc. is a custom manufacturer that supports science, engineering and innovation and is a leader within their industry and in their community. “When the community at large reaches out, we all, as decent citizens, need to step up to the plate where we can. We had an ability to contribute, so we did,” says Lilley.

OCTOBER 2020

Glenora Distillery Other companies pivoted operations to support supply chain problems in the medical field, as well as other businesses and the community, with products such as hand sanitizer. With increased reliance on proper hygiene and provincial regulations calling for clinical-grade sanitary environments, sanitizing products quickly became a sought-after commodity in Nova Scotia.

To support these sanitary standards, Glenora Distillery quickly repurposed its facilities to produce its Helping Hands hand sanitizer. With the addition of oil and aloe for their moisturizing benefits, as well as grapefruit seed extract to kill bacteria, the sanitizer was ready for market in 240ml bottles for essential workers, businesses reopening and the broader health-care community, as well as the residents of Cape Breton Island.

Cape Breton Food Hub Supplying residents with products they required during the early stages of the pandemic was a challenge for many Cape Breton businesses. Traditional distribution systems were overwhelmed by increased business and, at the time, many small businesses did not have the capacity to offer delivery or online ordering.

The Cape Breton Food Hub addressed these challenges by connecting consumers with local agri-food producers through an online market portal. Though the online ordering service was in place pre-COVID-19, one of the Cape Breton Food Hub’s growth areas came with the addition of home delivery and a partnership with the Cape Breton Farmers’ Market.

“We were very lucky in the agri-food community to have the Food Hub in place when the pandemic shutdowns started,” says Alicia Lake, Executive Director of the Cape Breton Food Hub. Having the infrastructure already in place to connect producers and consumers allowed the flow of local food to continue across the Island. “We were able to remain agile and respond very quickly to the stayat-home order by providing home delivery to customers who wanted to minimize their trips outside the home.”

With the farmers markets closed, the Food Hub gained new members in sectors such as bakeries, as well as local restaurants looking to distribute meals in lieu of traditional dining. This new membership allowed the Food Hub to expand its product line and provide already prepared meals from local food purveyors such as Gaslight Cafe.

“We found a lot of our household members really wanted to have those prepared meals, so that was really great,” explains Lake. “Since COVID-19, I think that a lot of people have started to get a lot more interested in local food and figuring out where their food comes from. A lot of people want to support local producers and keep their money in their community now. We make it easy for them to do that.”

PHOTO COREY KATZ

We were able to remain agile and respond very quickly to the stay-at-home order by providing home delivery to customers who wanted to minimize their trips outside the home.”

ALICIA LAKE, EXECUTIVE DIRECTOR, CAPE BRETON FOOD HUB

Another strategic pivot for the Cape Breton Food Hub was in the area of marketing, where in-person cooking classes and educational seminars could no longer be offered. The Food Hub changed its focus to social media and began to offer Facebook Live cooking classes. The vitality and success of that experiment was proven when one of the videos received more than 800 views in a short time. Lake says a potential hybrid of those classes will likely continue postpandemic.

“It’s a small Island, population wise, but to get from one place to another is really tough.

So, I think that totally is reason enough for online classes. Facebook Live opens up cooking classes to a lot of people from a lot of different areas.”

The Cape Breton Food Hub also recently undertook a larger-scale program to help low-income families access local food and announced their expansion into a new building, with renovations including a new commercial kitchen.

FALL 2020 ELEVATE

“The facility will support the goals of the co-op and will allow for vegetable processing, freezing and storage,” says Lake. “We’ll have a commercial kitchen that will be available to rent for businesses and we will also use the space to prepare and design a mealkit line. It will really allow us to extend that season and extend availability to consumers.”

In the meantime, stores are gradually reopening, business activity is improving and, in an effort to mitigate sales declines, strategic pivoting has allowed many businesses to achieve unanticipated growth in new areas.

Through the birthright of resilience, many Cape Bretoners have stepped up now more than ever. They are working harder to make meaningful contributions to their communities and the Island’s economy.

As Colford with the HAT says, “We’re trying to lead by example and we’re trying to redefine ourselves in the best ways we could imagine, including not just surviving, but implementing all of the projects, all of the initiatives that we’ve always wanted to do.” ■

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WORKING TOGETHER

Jill McPherson, Co-Founder of Island Folk Cider House, has experienced firsthand the benefit of reaching out to other entrepreneurs for advice and support.

PHOTO COREY KATZ

Collaborating during COVID-19

Local businesses show strength, resilience with the help of community support STORY NICOLE SIMMONS

E

very year, Nova Scotia sends a Christmas tree to Boston, Massachusetts. During times of crisis or devastation, people have a history of helping each other overcome challenges.

Nova Scotia is still thanking the people of Boston more than 100 years after the Halifax Explosion saw an outpouring of resources and care from Atlantic Canada’s southerly neighbour. The legacy of help is a resounding memory that lives on through tragedy.

During the COVID-19 pandemic, Nova Scotians have worked together to create a stronghold, adhering to restrictions and halting community spread. In Cape Breton, the drive to work together, move forward and experience a new vision of normalcy extends beyond government guidelines. It’s rooted in the hearts of the businesses here.

Going through with plans to continue

We really want to focus on local products and creating interesting ciders that allow us to partner with other local food producers. I think those types of partnerships are so important and I think the pandemic has done more to bring attention to why supporting local is so important.”

JILL McPHERSON, CO-FOUNDER, ISLAND FOLK CIDER HOUSE WORKING TOGETHER

to open a new business during a global pandemic might seem brazen, but entrepreneurial resolve is strengthened by the innate spirit of collaboration on the Island. While many businesses struggle during this time, some have opened their doors for the first time during the height of the global crisis.

Island Folk Cider House Jill McPherson, local entrepreneur and Co-Founder of Island Folk Cider House, knows it wouldn’t have been possible without the time, energy and experience of the Cape Bretoners supporting her.

From the start, McPherson recognized partnerships would be a big part of the business. Starting Cape Breton’s first locally owned and operated craft cidery was an ambitious task, so McPherson reached out to other entrepreneurs in the industry and in the community.

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We’re getting a lot of support from the local community.

I think everyone is kind of in staycation mode and we’re getting traffic coming up from Sydney, Halifax and even New Brunswick.”

MATHIEU BRIAND, CO-FOUNDER, CHETICAMP ADVENTURE CO.

“We’ve gotten lots of local support from across the Island and also across the province,” says McPherson. “If you’re rooted in your community and they like what you create, they’re going to support you. And I think, over the long-term, that helps ensure your success.”

Plans for the cidery were underway prior to the pandemic reaching Canada. In the early planning stages, McPherson received advice and mentorship from local breweries, like Breton Brewing Co., as well as other existing cideries, like the Annapolis Cider Company.

“I’ve never hesitated to reach out for advice and everyone has always been super forthcoming and helpful,” says McPherson.

McPherson’s vision for the cidery was focused and distinct. The first goal was to create high-quality ciders that both new cider drinkers and seasoned drinkers would enjoy. She also planned to experiment with seasonal products that are unique by facilitating partnerships with local farmers. But her brand encapsulates more than just taste.

“We’re art lovers and we have such an amazing art and culture scene on the Island.

That was something that was always super important to us when we started the cidery,” says McPherson. “[We thought] how do we marry that love of local art with our cider?

So, we partnered with a local Cartoonist and Artist, Alison Uhma, and she created original illustrations for all of our ciders. I think it really showcases the unique and different side to Cape Breton — one that’s a little quirky.

You know, it’s optimistic. We’re fun, we have great, vibrant colours and I think that really illustrates and puts us in a position of creating these super high-quality products, but we also don’t take ourselves too seriously.”

With the slowing and uncertainty of supply chain timelines, the renovations to the Island Folk Cider House’s tap room were put on hold, but brewing continued. While restrictions decelerated the progress of the tap room, McPherson was able to focus on production and retail, which led to new creations and a grab-and-go purchasing model.

Dean MacDonald (pictured here) and Mathieu Briand are the Co-Founders of Cheticamp Adventure Co. PHOTO STEVE RANKIN

“We essentially just opened our garage door in our production area and people would come in and just get it to go. And I think, for me, it was overcoming this fear that things have to be perfect before you open. We have great customers who are really supportive.”

Instead of an official product launch and grand opening, the new cidery took an innovative approach to marketing by enlisting the support and collaboration of other local businesses for various online contests and prizes, including naming the large distillery tanks being installed.

McPherson says plans are also underway to expand the product line by using ingredients from Yellow House Farm in Margaree, Margaree Wild Blueberries and Pebble and Fern Market Garden in Isle Madame, with planned additional partnerships for the fall.

“We really want to focus on local products and creating interesting ciders that allow us to partner with other local food producers. I think those types of partnerships are so important and I think the pandemic has done more to bring attention to why supporting local is so important,” says McPherson. “We’re also looking at what we can just forage from our own backyard. So, we’ve created a boreal forest cider, where we infuse fresh coniferous tree tips. We’ve also picked dandelions and made a dandelion wine and blended with cider.”

McPherson says these types of ingredients are not something the company planned to experiment with early on, but the additional ability and time to focus on production has allowed them to think outside the box with different flavours from what is available locally.

“Island Folk is a brand born from the FALL 2020 ELEVATE

idea that we want to celebrate people and celebrate Island folk. You know, celebrating that diversity, personalities and the people of the Island — not just people that were born here. It’s wherever you come from, you’re an Island folk.” The true resilience of an entrepreneur shone through McPherson’s willingness to adapt to a changing environment, embrace it and move forward.

JJ’s Plant Based Eats At JJ’s Plant Based Eats, customers weren’t served through an open garage door; it was a side window. During their second week in business, the conversation was had and the Facebook post confirmed: JJ’s Plant Based Eats would be shutting down.

“Community has always been the most important to us. It was community over competition that brought us together,” said JJ’s Plant Based Eats in a Facebook post.

“It was a sense of community that we dreamt of and, we believe, achieved for our space.

With that being said, what our community needs most right now has come to a heartbreaking and difficult decision. JJ’s will be closed tomorrow and for the hopefully not too distant future.”

JJ’s Plant Based Eats is a collaboration between James MacDonald and Joseph Matheson. They became fast friends at MacDonald’s market stall, Neat & Potatoes, at a time when Matheson’s River Filly Plant Based Eats was hosting monthly pop-up vegan dinners in the space they have recently renovated.

The partnership was a natural fit and JJ’s Plant Based Eats opened in early March 2020.

Their business plan always included a focused menu early on, evolving into more robust offerings as their experience and clientele grew. However, COVID-19 restrictions

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WORKING TOGETHER “We really fell in love with it up here. When we were on vacation two years ago doing the Cabot Trail for the first time, we saw that there was an opportunity for unique accommodations, so that was what really started our whole journey.”

KATE PAGE, CO-FOUNDER, CABOT TRAIL TINY HOUSE VACATION RENTALS

PHOTO STEVE RANKIN

Cabot Trail Tiny House Vacation Rentals, a family-owned business with two tiny homes on a lot in Belle Côte, welcomed their first guests in mid-August.

abruptly changed their plans. The takeout counter became a takeout window and menu items were set daily and distributed by Facebook. Pop-up Fridays were introduced with pre-ordering and Cottage Kits were offered on some weekends. As the summer progressed, JJ’s Plant Based Eats was able to transition from takeout only to limited seating with reservations. New menu items were added and delivery service was made available through CB Eats. The company also strengthened its relationship with Doktor Luke’s, the neighbouring coffee shop.

Cross-promoting with other businesses, such as Doktor Luke’s, is an important part of JJ’s Plant Based Eats’ marketing plan.

Together, they promoted their Action Corner Concert Series with the Jordan Musycsyn Band. JJ’s Plant Based Eats also took part in The Big Spend and was the recipient of donations from the Nova Scotia Spirit Co.’s #bluelobsterboost campaign, which gave JJ’s Plant Based Eats’ patrons complimentary meals for a day. JJ’s Plant Based Eats also established a strong relationship with Back Beach Gardens and Island Sauce Co. for locally sourced ingredients and offered vegan options at the first Merm of the Woods event in Gabarus.

The Merm of the Woods event was the result of a collaboration between the hard-hit Mermaid Food Truck and the new startup Neck of the Woods restaurant. With the cancellation of events and festivals for 2020, the future of the Mermaid Food Truck was uncertain, so the two companies joined to host a one-weekend, physically distanced

food and music event with product offerings from all three companies.

JJ’s Plant Based Eats also showed support to first responders. “When we did have extra food on Fridays, back before we were open for brunch on Saturdays, we would package it up and deliver it to either EHS, the fire station or police station on our way home. We didn’t make any posts about it because we weren’t doing it for any recognition — just our way of showing the first responders our support for them going above and beyond, especially during a pandemic,” says MacDonald.

Cheticamp Adventure Co. The restrictions also had little effect on the plans of Cheticamp Adventure Co. The business was conceived, planned and opened its doors amid the pandemic.

“We have about 50 per cent tourists and 50 per cent local, so it’s a good mix,” says Co-Founder Mathieu Briand. “We’re getting a lot of support from the local community. I think everyone is kind of in staycation mode and we’re getting traffic coming up from Sydney, Halifax and even New Brunswick.”

As an outdoor experience, the distancing and cleaning protocols are easily manageable for the new company. One of only two water sport rental companies on the Island, Cheticamp Adventure Co. has been able to use word of mouth and social media advertising with successful results. “We’re thinking it’s not a bad year to be starting up because it gives us time to iron out some kinks. So, we’re getting along overall.”

WORKING TOGETHER

Cabot Trail Tiny House Vacation Rentals Another new business on the Island that is hoping to reach full capacity is Cabot Trail Tiny House Vacation Rentals. The Page family from Fall River, N.S., recently turned a longtime dream into reality by building tiny houses with a purpose on Cape Breton Island.

“We really fell in love with it up here.

When we were on vacation two years ago doing the Cabot Trail for the first time, we saw that there was an opportunity for unique accommodations, so that was what really started our whole journey,” says Kate Page.

In July, Kate and her husband, Dan, were able to realize their goals by installing two tiny homes on a lot in Belle Côte and welcomed their first guests in mid-August. The Pages, along with their three children, have not had to prepare the site alone. The company’s property manager is from the area and the family received help within the community with construction and other services, such as digging trenches for waterlines.

“The community has been outstanding.

We’ve just really felt welcomed,” says Kate.

“Even as we’ve been on-site working, we’ve had people from the community just stop in to welcome us.”

Although the pandemic has had a drastic effect on tourism, the Page family remains optimistic.

“I think right now people are actually looking for isolated accommodations, so that’s a benefit for us,” says Kate. “I think having the Atlantic bubble is great. There’s a lot of people now that are getting the opportunity to explore the beauty locally who might have travelled elsewhere before. It’s a wonderful opportunity for local business and I think it has shifted people’s mindsets.”

COVID-19 restrictions have not hampered the Pages’ operations or their enthusiasm. The family has always planned for local management, with operational management through online reservations and payments, as well as a high level of cleanliness.

Neck of the Woods Like Island Folk Cider House, the plans for Neck of the Woods restaurant were underway before the pandemic forced the immediate shutdown. Undaunted, Co-Founders Jennifer and David Kyte brought in a second chef and were able to open for takeout orders until more restrictions are lifted and the restaurant can eventually open to full capacity.

For entrepreneurs who are starting businesses on Cape Breton Island, whether it’s during a once-in-a-lifetime pandemic or not, the spirit of collaboration embraced by the community is a driving force of success.

As MacDonald from JJ’s Plant Based Eats says, “We know that Cape Breton is a place where big dreams are supported and small businesses can thrive.” ■

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SUPPORTING LOCAL

Cape Breton Partnership launches #CapeBretonFirst

Campaign encourages supporting local businesses, social enterprise CONTRIBUTED BY CAPE BRETON PARTNERSHIP

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s Cape Breton-Unama’ki’s private sectorled economic development organization, the Cape Breton Partnership dusted off the well-known Think Cape Breton First brand and launched #CapeBretonFirst, an Island-wide campaign to encourage Cape Bretoners to buy, eat and stay local. As part of the campaign kickoff, a video was created

by Seaside Wireless Communications Inc. “Think Cape Breton First has been around for over two decades and the message still rings true today,” says Carla Arsenault, Cape Breton Partnership President and CEO. “Our purchasing power matters now more than ever. When we, as an Island, Think Cape Breton First, every dollar spent on the Island contributes to a better Cape BretonUnama’ki.”

As part of the campaign, the Cape Breton Partnership partnered with the Breton Ability Centre to make #CapeBretonFirst

shirts, hats, storefront and car decals, pens and tote bags available for sale online through their retail shop, Best of Cape Breton Gift Shop, at bestofcbgiftshop.ca. All proceeds from these sales are being donated back to the Breton Ability Centre.

“Being able to partner with the Cape Breton Partnership on this campaign is very exciting, as it helps us raise awareness about the many abilities that people with varying disabilities have,” says Harman Singh, Breton Ability Centre CEO. “Every order that we receive at our social enterprises creates an employment opportunity for individuals with intellectual disabilities.

Most importantly, it links us to the broader community in Cape Breton, which we are so proud to be part of!”

The campaign’s kickoff also included a social media contest, where Cape Bretoners were encouraged to snap photos of their support of the campaign and then tag the Cape Breton Partnership on social media (@cbpartnership) while using the

#CapeBretonFirst hashtag.

“It’s not about getting back to normal; it’s about getting back to better. We must take care of our economy. In doing so, we are taking care of one another,” adds Arsenault.

In the late 1990s, the Cape Breton County Economic Development Authority and Industrial Cape Breton Board of Trade launched the original Think Cape Breton First campaign. Business Cape Breton later relaunched the brand with an updated logo in 2014-15. As businesses slowly reopen following the impacts of COVID-19, the brand has been refreshed with this campaign.

In an effort to reflect Cape BretonUnama’ki’s diverse cultures and communities, the updated brand materials are available in English, French (#CapBretonEnPremier), Mi’kmaw (#UnamakiTmk) and Gaelic (#CeapBreatainnAnToiseach).

Are you a business or individual that would like to purchase #CapeBretonFirst products? Visit capebretonpartnership.com for details. ■

Our purchasing power matters now more than ever. When we, as an Island, Think Cape Breton First, every dollar spent on the Island contributes to a better Cape Breton-Unama’ki.”

CARLA ARSENAULT, PRESIDENT AND CEO, CAPE BRETON PARTNERSHIP

PHOTO TIM FOSTER/UNSPLASH

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ESKASONI FIRST NATION Eskasoni took initiative early on in the wake of the COVID-19 pandemic, making the health and safety of community members a priority.

PHOTO CONTRIBUTED

Eskasoni Communications is the result of a partnership with Seaside Communications to provide high-speed internet, phone and cable television services to Eskasoni. Pictured here are (from left): Loran Tweedie, CEO of Seaside Communications; Alyssia Jeddore and Steve Parsons, General Manager of Eskasoni First Nation’s Corporate Division, who are both in charge of Eskasoni Communications; and Chief Leroy Denny of Eskasoni First Nation.

Safety first

Community health, well-being at the heart of Eskasoni’s self-declared state of emergency STORY NICOLE SIMMONS

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n the wake of the COVID-19 pandemic, countries worldwide have been facing lockdowns, economic recessions and dismal employment figures, coupled with the uncertainty of teetering numbers of cases. Some countries, such as New Zealand, took initiative early on and locked down. A community in Nova Scotia did the same. Eskasoni First Nation issued a self-imposed state of emergency in March and went into lockdown.

The results: community-based acceptance, increased employment, expansion of services and zero cases.

The pandemic response model implemented by Eskasoni Chief and Band Council confronted the virus aggressively and thoroughly.

To combat the virus head on, Eskasoni Band Council ensured necessary services were provided to the community, such as medical supplies and food, as well as organized external trips for specifically requested items, such as infant supplies, and co-ordinated deliveries from big-box stores.

The health and safety of the nearly 5,000 people in the community was the prime focus, says Steve Parsons, General Manager of Eskasoni First Nation’s Corporate Division.

“I think the state of emergency was relatively well received. People realized and supported what Chief and Council were doing for the health and safety of the community. Everyone supported it and played a role. For a large community, it was the right decision. Everyone played their part and got along well.”

With the exception of a few minor instances, says Parsons, the community supported and followed all community and provincial health recommendations. Permits were provided to residents who worked outside of the community and businesses coming into the community were provided with a security escort to and from their destination for tracking purposes.

“People who did travel from outside of the province were subject to the province’s 14-day self-isolation requirement and were monitored by the First Nation’s health department,” says Parsons. Had there been a need for tracking the spread of COVID-19 within the community, Eskasoni was very well positioned to follow through. “[We had to] take into consideration the present medical conditions of some of our community members who would be considered more at risk to COVID-19 and, therefore, these measures were certainly warranted to keep it out of the community.”

ESKASONI FIRST NATION

The learning curve and experiences on the first go-around will certainly help us be better prepared for a second wave, in the event that it does happen.”

STEVE PARSONS, GENERAL MANAGER OF ESKASONI FIRST NATION’S CORPORATE DIVISION

The swift and effective action for emergency preparedness not only resulted in an astonishing zero COVID-19 cases, but the community is also reporting good economic activity, with more community-based employment opportunities, better external relationships and amplified online shopping. “We hired a lot of people as a result of COVID-19. A lot of people to do security, to work at our Foodland store; we hired additional staff there as well. Ironically, it did create employment.”

Parsons noted stronger relationships were also made with suppliers and contractors coming into the community through faceto-face interactions at the entrances. And post office volumes rose from around 250 packages a week to 250 or more packages per day. This resulted in the decision to move

PHOTOS STEVE RANKIN

the post office to a larger location in the new shopping mall to support the increased volume of mail.

The pandemic also brought new insight into other ongoing projects for the Eskasoni First Nation community. With more people now needing high-speed internet services to work from home or looking more seriously into new entrepreneurial ventures, there was an immediate need for increased digital capacities. This resulted in the ongoing plans for the development of Eskasoni Communications being reassessed as a necessity.

The new company is the result of a partnership with Seaside Communications to provide high-speed internet, phone and cable television services to Eskasoni.

Hardware is being installed and services

are on schedule to be available for residents in January. The community has currently hired three community-based Indigenous technicians for maintenance and technology assistance to residents.

“The system is owned and operated by the Eskasoni Band, with a management agreement with Seaside Communications to provide the service,” says Parsons.

“With our new carrier licence, Eskasoni Communications Inc. could potentially also provide services to other parts of Cape Breton Island and Nova Scotia in the future.”

When the province closed all schools in March, the increase in requirements for reliable, consistent internet to support remote learning, working from home and access to other online services became apparent. The Band Council knew their forward-thinking FALL 2020 ELEVATE

plans to provide their own services, which have been in discussions for several years, would be instrumental to continue providing education for their students and resources for residents, should an extended lockdown be put in place.

COVID-19 was confronted in Eskasoni, backed by community support and diligence, and the model proved successful.

With no one falling sick, increased employment opportunities and the resumption of some normalcy, the Chief and Council are prepared for a second wave.

“The learning curve and experiences on the first go-around will certainly help us be better prepared for a second wave, in the event that it does happen.” But the real good news outcome, says Parsons, is that they managed to keep everyone safe. ■

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EDUCATION

Perseverance will triumph

Cape Breton University leads through pandemic

PHOTOS CAPE BRETON UNIVERSITY

CONTRIBUTED BY Cape Breton Partnership

Cape Breton University jumped into action to help students, faculty and staff navigate the changes that came with the COVID-19 pandemic this year, from offering online-only resources and classes for the fall semester to setting up the Perseverance: Student Relief Fund.

W

hen COVID-19 struck, educational institutions across the world faced a slew of challenges and decisions about how operations would continue in the best interest of students. As the pandemic spread, Cape Breton University (CBU) promptly developed a Pandemic Planning Task Force that worked closely with the Nova Scotia Department of Health and Wellness, developing a response that would protect students, faculty, staff and the community of Cape Breton.

“Our aim was to prioritize the health and safety of the campus community, while demonstrating an unwavering commitment to academic excellence and preparing students, faculty and staff for an online learning environment,” says CBU President and Vice-Chancellor David Dingwall.

On May 12, CBU announced its decision to offer the fall semester completely online, becoming the first university in Nova Scotia to do so. While some questioned the choice being made so early, CBU understood the importance of giving faculty and staff the necessary time to fully adapt courses into rich online learning experiences.

Jumping into action, the Centre for Teaching and Learning (CTL) at CBU developed a University Teaching Program (UTP) offered to all teaching faculty. The four-week program provided faculty with the tools and resources to transform their courses, adjust to new technology and enhance confidence heading into the online semester. More than

100 faculty members participated.

“The early decision to go online only at CBU in the fall has given us a real advantage in terms of preparation and planning,” says Dr. Scott Moir, CBU History Professor, who participated in the UTP. “We are working hard together to make this work well for our students. The collective enthusiasm and energy is infectious and the dedication is inspiring.”

To ensure students were also prepared, a Start Smart: Preparing for Online Learning course was developed and offered to all CBU students. The online learning experience provided students with the opportunity to become familiar with online learning tools, pick up tips for effective online learning and get to know their fellow classmates through online discussion boards. Combined with EDUCATION

video resources, student handbooks and more, the online learning experience will help CBU students get off on the right foot for the fall semester. Prior to the first day of classes, more than 1,000 students had registered for the online learning experience.

Support for CBU students came in a variety of forms throughout the pandemic.

In addition to skills development and course readiness, CBU has supported its students through the development of the Perseverance: Student Relief Fund, providing $203,000 in financial support to students facing financial stress, as well as a $2.2-million investment in scholarships and bursaries.

The university continues to be a pillar of strength for Cape Breton Island as community members navigate this challenging time together. ■

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PROFILE

With more people staying at home during the COVID-19 pandemic, my sales and orders began to increase at a pace that I wouldn’t have been able to keep up with before."

BRENNA PHILLIPS, PUNCH & JINGLES FERMENTS

Brenna Phillips of Punch & Jingles Ferments was one of 12 entrepreneurs to receive funds from the Micro-Loan Pilot Program, which was offered by the Cape Breton Partnership and Sydney Credit Union.

PHOTO COREY KATZ

Boosting local businesses

Micro-Loan Pilot Program has major impact on female entrepreneurs JEREMY MARTELL CAPE BRETON PARTNERSHIP

N

ew businesses create new employment opportunities — and both directly benefit the Cape Breton-Unama’ki economy.

That is why the Cape Breton Partnership and Sydney Credit Union joined together earlier this year to offer a new and exciting pilot micro-lending program for female entrepreneurs.

Under the Micro-Loan Pilot Program, female entrepreneurs from across Cape Breton-Unama’ki were eligible to apply for a loan of up to $10,000. The pilot was scheduled to run for three months or until the program funds of $100,000, provided by the Sydney Credit Union, were allocated. Within just two months, all funds were awarded to 12 businesses from a variety of sectors.

Among those 12 entrepreneurs was Sara Rankin of Sara Rankin Creative Co. No stranger to the world of entrepreneurship, Rankin runs a well-established graphic design and development company.

Based in Mabou, Inverness County, Rankin recognized the need to market her services outside Cape Breton. She used a portion of the Micro-Loan to launch an online ad campaign, which allowed her to reach her target goal of new clients within three weeks of launching the campaign.

When the COVID-19 global pandemic reached Canada, Rankin was able to use the remainder of the Micro-Loan to develop an alternative, flexible pricing strategy to grow her local client base at an affordable rate.

“In Inverness County, and really throughout Cape Breton Island, we’re truly in this together,” says Rankin. “Building our businesses and working to get past the fallout of the pandemic, it’s a community effort.

The connections and advice I received from the Micro-Loan (Pilot) Program partners was a huge help and I’ll be able to carry this experience into my next steps as an entrepreneur.”

On the other side of the Island in the Cape Breton Regional Municipality (CBRM), Brenna Phillips of Punch & Jingles Ferments PARTNERSHIP PROFILE

has been testing the entrepreneurial waters by producing small-batch, handcrafted fermented products, such as kimchi, kombucha, sauerkraut and cortido. Phillips rents kitchen space from New Dawn Enterprises and was able to use the Micro-Loan financing to purchase a number of upgraded equipment pieces to improve her products and productivity.

Phillips was also able to reduce waste and improve sustainability by purchasing kegs for kombucha products. Punch & Jingles kombucha is now on tap at A Better Bite Cafe in Sydney, with plans to expand to other cafes and restaurants in the future.

“My business is generally a small one, where I really only try to match my product output to my expected upcoming sales. But with the Micro-Loan (Pilot) Program, I was able to even commission a local designer to make up new labels for my products to better represent my business and I,” says Phillips. “With more people staying at home during the COVID-19 pandemic, my sales and orders began to increase at a pace that

OCTOBER 2020

The connections and advice I received from the Micro-Loan (Pilot) Program partners was a huge help and I’ll be able to carry this experience into my next steps as an entrepreneur.”

Sara Rankin of Sara Rankin Creative Co.

SARA RANKIN, SARA RANKIN CREATIVE CO.

I wouldn’t have been able to keep up with before. Partnering with the Cape Breton Food Hub to sell my products online and the new equipment came at the perfect time for me to meet the growing demand for organic quality fermented products.”

The Micro-Loan Pilot Program was also helpful to women setting out on their entrepreneurial journey for the first time.

Natasha LeBlanc had previously done work in counselling and social work, where she discovered a need for services with the athletic and international student communities in CBRM. News of the Micro-Loan Pilot Program was the push she needed to create Natasha LeBlanc Counselling & Social Work.

Focusing on individual counselling and therapy for grief, anxiety, depression, trauma

PHOTO STEVE RANKIN

and mood disorders, LeBlanc used the Micro-Loan to get her business started, build an online booking system and secure virtual/ phone meeting options to address the limitations presented by the COVID-19 pandemic.

Officially opening in July, LeBlanc credits the program with more than providing a financially stable opportunity.

“The help that the Micro-Loan represented made this business possible, but it was the support I received through the program co-ordinator and partners that I value the most,” says LeBlanc. “The one-onone support in navigating the ins and outs

of entrepreneurship and opportunity to build my business plan were priceless. My business is growing at a sustainable pace and this program gave me the confidence to see it through.”

Now that the program has concluded, the Cape Breton Partnership will work with the Sydney Credit Union to determine its future. If you are a female entrepreneur in Cape Breton-Unama’ki and wish to express interest in future programs, please contact Jenna Lahey, Cape Breton Partnership’s Inclusive Innovation Officer, at jenna@capebretonpartnership.com. ■

Find The Right Fit Cape Breton’s first online job board.

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CapeBretonJobBoard.com

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PARTNERSHIP UPDATE

Connecting in communities Events and happenings around the region

PHOTO JEREMY MARTELL

Two waterfront development projects are in the works that will benefit the Town of Port Hawkesbury.

Town of Port Hawkesbury waterfront development projects underway The Cape Breton Partnership and Town of Port Hawkesbury are working on two exciting waterfront development projects to benefit the local economy of the Town and surrounding communities. The first is the creation of a Port Hawkesbury Waterfront Plan to guide future development of the waterfront.

The second is a feasibility study for a Marine Innovation Centre.

A Marine Innovation Centre

would be constructed on the former Port Hawkesbury Creamery site and create a space to encourage and support development within the Strait Area’s ocean and innovation sectors.

Group ATN Consulting Inc. will prepare the Port Hawkesbury Waterfront Plan and Marine Innovation Feasibility Study based on extensive outreach and engagement in the Strait Area. The Port Hawkesbury Waterfront Plan and Marine Innovation Feasibility Study are being supported by the Government of Canada through the Atlantic Canada Opportunities Agency (ACOA) and Develop Nova Scotia.

Cape Breton Partnership collaborates with creative sector The Cape Breton Partnership has come together with leaders from Cape Breton-Unama’ki’s creative sector to create jobs for artists. The Cape Breton Centre for Craft and Design, the Cape Breton Music Industry Cooperative (CBMIC), Celtic Colours, The Gaelic College and the Highland Arts Theatre participated in the development

of two project opportunities.

The projects will support up to 20 artists working in any creative discipline, from craft, design and visual arts to film, literary arts and performing arts like music and theatre.

The result is two projects funded through Employment Nova Scotia’s Job Creation Partnerships (JCP) program.

Growth and Transitions: A Pandemic Perspective is a fivemonth initiative with 10 artists

CONTRIBUTED BY Cape Breton Partnership

who will use their creative talents to respond to the changing realities of our society, the exploration of subjects related to global activism around racism and the Black Lives Matter movement, as well as a broad range of other pandemicrelated topics. The Creative Sector Education for Cape Breton∙Unama’ki Communities project will run for eight months with 10 artists who will design, develop and facilitate community workshops focused on the arts.

Cape Breton’s Job Board launches The Cape Breton Partnership has created capebretonjobboard. com, Cape Breton’s first online job board for Cape Breton employers and job seekers locally, nationally and internationally.

Shortly after the COVID-19 global pandemic outbreak, job fairs were no longer a viable option for employers and job seekers. As a result, the Cape Breton Partnership began working with digital agency NovaStream to create an online job board platform.

The Cape Breton Job Board is unique for three reasons: • every job advertised will be located on Cape Breton Island; • employers will have access to Cape Breton Partnership staff to assist them with advertising jobs they have not been able to fill or may not usually promote; • and job seekers will have the option to include immigration related information to enhance an employer’s recruitment and selection capacity.

If you are an employer looking to promote vacant jobs or someone looking for employment on Cape Breton Island, visit capebretonjobboard.com.

PARTNERSHIP UPDATE

PHOTO CONTRIBUTED

Veronica Merryfield, a Technical Consultant and Entrepreneur, facilitated a Pride in the Workplace virtual training session in August, which was hosted by the Cape Breton Partnership and Cape Breton Connector Program.

Cape Breton Partnership, Connector Program host Pride in the Workplace virtual session In celebration of Cape Breton’s Pride Week, the Cape Breton Partnership and Cape Breton Connector Program hosted a virtual training session on Pride in the Workplace for those who want to become stronger allies of Cape Breton-Unama’ki’s LGBTQ+ community. The session featured insights on language used in the workplace and the importance of using the right pronouns, as well as an opportunity for questions and answers from attendees.

The virtual session was facilitated by Veronica Merryfield, a Technical Consultant and Entrepreneur. An avid poet, photographer and musician, Merryfield also volunteers in the LGBTQ+ community with youth and parents; provides training for professionals such as teachers, nurses, crisis line workers and social workers; and is readily available to educate wherever possible, drawing from her own experiences with gender and sexuality.

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