“One Plank at a Time”
Volunteer Harbour
Management in
Nova Scotia
A Research Report
Dan MacInnes
Erica de Sousa
Ishbel Munro
Coastal Communities Network
© 2006 Imagine Canada.
Copyright for Knowledge Development Centre material is waived for charitable and nonprofit organizations
for non-commercial use. All charitable and nonprofit organizations are encouraged to copy any Knowledge
Development Centre publications, with proper acknowledgement to the authors and Imagine Canada.
Please contact Imagine Canada if you would like to put a link to our publications on your website.
For more information about the Knowledge Development Centre, visit www.kdc-cdc.ca.
Knowledge Development Centre
Imagine Canada
425 University Avenue, Suite 900
Toronto, Ontario
Canada M5G 1T6
Tel: 416.597.2293
Fax: 416.597.2294
e-mail: kdc@imaginecanada.ca
www.imaginecanada.ca | www.kdc-cdc.ca
ISBN# 1-55401-215-5
Imagine Canada’s Knowledge Development Centre is funded through the
Community Participation Directorate of the Department of Canadian Heritage as
part of the Canada Volunteerism Initiative. The views expressed in this publication do
not necessarily reflect those of the Department of Canadian Heritage.
Table of Contents
1. Introduction \ 1
2. Qualitative Analysis of Three Coastal Regions – Part I \ 6
3. Quantitative Analysis from Three Data Sets – Part II \ 21
4. Recommendations \ 29
5. Future Research \ 30
6. References \ 31
Appendix A: Kings County Pilot Project Workshop Agenda \ 32
Appendix B: South West Inverness Workshop Agenda \ 33
Appendix C: List of Interviews and Meetings \ 34
Appendix D: Part II Endnotes: Data Analysis and Tables \ 35
“One Plank at a Time” Volunteer Harbour Management in Nova Scotia
I
Acknowledgements
The value of this research is due in large part to the volunteers in Inverness County, Kings County, Shelburne
County, and other areas of the province, who agreed to participate in our project’s activities. We sincerely
value their contributions and hope that they feel their time was spent wisely. We are also grateful to our
Advisory Committee for their interest and dedication to designing a project to tackle the issue of volunteer
burnout in harbour volunteers. Finally, we would like to thank The Department of Fisheries and Oceans Small
Craft Harbours Branch for allowing us to use their Harbour Authority Management Survey.
Advisory Committee
•
•
•
•
II
Dan MacInnes, St. Francis Xavier University
John MacInnes, Nova Scotia Department of
Agriculture and Fisheries
Geri Nickerson, Harbour Authority of Woods
Harbour
Holly Macdonald, Harbourville Restoration Society
Knowledge Development Centre
•
•
•
•
Emilie Le Blanc, Department of Fisheries and
Oceans
Martin Kaye, Bay of Fundy Marine Resource
Centre
Ishbel Munro, Coastal Communities Network
Wilf Bean, Tatamagouche Centre
“One Plank At A Time”
Volunteer Harbour Management
in Nova Scotia
1. Introduction
The importance of wharves and
harbours in Nova Scotia
The current context for wharves and
harbours
Wharves and harbours are an integral part of the
Wharves and harbours are important pieces of
Scotia has more than 7,400 kilometres of shoreline,
infrastructure that play an integral role in the social
and many Nova Scotians depend on the sea for
and economic health of coastal communities in
their livelihoods and for pleasure. Nova Scotia’s
Nova Scotia. In recent years, the management
two largest natural resource sectors, non-metallic
and maintenance of wharves and harbours have
minerals and mineral fuels, and fish and fish products,
become the responsibility of volunteers. Although
accounted for 45% of overall exports in 2003 and
some wharves are functioning well, at many others
depended heavily on wharves and harbours (Coastal
volunteers are struggling to stop their deterioration.
Communities Network, 2004, p. 65). Although landings
This constant struggle is contributing to one of the
decreased between 1980 and 2004, the value of the
most pressing issues facing coastal communities:
fisheries increased steadily over the same period.2
burnout among the volunteers who are responsible for
If market demand for seafood products continues to
wharves and harbours.
increase and fish stocks are managed in a sustainable
social and economic fabric of Nova Scotia.1 Nova
manner, the Nova Scotia fisheries and commercial
When volunteers burn out, they stop volunteering.
fishermen in coastal communities have a positive
This not only puts increased pressure on remaining
future (Coastal Communities Network, 2004, p. 54).
volunteers but also contributes to the loss of collective
skills and results in important work not getting done.
Historically, wharves, harbours, and other coastal
We undertook a research project so that we could
waterways in Nova Scotia were the sole responsibility
better understand the factors that contribute to burnout
of the federal government. They were considered
and what can be done to alleviate or prevent it.
a key element in the federal government’s remit for
managing fisheries, creating and maintaining effective
To fully understand the issue of burnout among
and safe transportation linkages, and maintaining
volunteers in harbour management, it is first
necessary to understand the significance of wharves
and harbours to Nova Scotia’s economy and coastal
communities and how responsibility for wharves and
1 We use the word harbour to describe the wharf structure and surrounding area.
Harbours can contain more than one wharf. The word wharf refers to the specific
structure.
harbours has changed in recent years.
2 Landings refer to the amount of fish harvested from the ocean.
“One Plank at a Time” Volunteer Harbour Management in Nova Scotia
1
the coastal defense infrastructure. The downsizing
and not just the direct users, as dependent
of government in general and of the Department of
on wharves and harbours” (p. 66).
Fisheries and Oceans (DFO) in particular has led to
downloading of the responsibility for maintenance
Wharves and harbours are also socially significant.
of wharves and harbours onto coastal communities.
They have historically been and remain today central
However, the reasons for this change and the manner
to the well-being of coastal communities. They are a
in which it was undertaken are beyond the scope of
key infrastructure for recreational activities, including
this study.3
sailing, swimming, canoeing, kayaking, sport fishing,
and whale watching. Wharves are also the site for
In the recent past, rural communities have witnessed
many cultural events, such as festivals and picnics,
the disappearance of much of their infrastructure,
fairs, and other community gatherings. First Nations
including hospitals and schools. As a result of service
and non-First Nations people meet together on the
depletion and cutbacks, wharves are the last pieces
wharves for fishing and other marine activities and
of public infrastructure and the last vestiges of the
have developed good communication and cooperation
government’s presence in many of Nova Scotia’s
as a result of sharing these harbour structures. The
rural coastal communities. Yet wharves are the critical
Coastal Communities Network report explains, “Like
infrastructure that will allow a sustainable fishing
gymnasiums, playing fields or rinks, they [wharves]
industry to thrive. Maintaining the numerous small and
contribute to the health and quality of life for a wide
large wharves throughout the province is essential
range of local citizens and visitors” (p. 17-18).
for the survival of the small-business fishermen who
tend to balance their current needs with the longterm need to maintain a sustainable fishery for future
Who is responsible for wharves and
harbours?
generations (Rural Policy Forum, 2005).
Small Craft Harbours
Furthermore, the Nova Scotia tourism industry, which
Small Craft Harbours (SCH), a division of the
brought in one billion dollars in 2002, also depends
Department of Fisheries and Oceans (DFO), is
on wharves and harbours. In its 2004 report, Coastal
responsible for the maintenance of 181 of the 247
Communities Network states:
wharves in Nova Scotia. In 1987, SCH introduced
the Harbour Authority model in an effort to devolve
“Tourism Industry leaders argue…that
responsibility to harbour users. Under this system,
harbour communities and their fishing
SCH retains ownership of the harbours and leases
industry activities are themselves very
them to representative user groups that form a
significant tourist attractions that need to be
volunteer Harbour Authority. Each Harbour Authority
protected and more effectively promoted.
is supposed to take over the management and daily
They see the tourism industry as a whole,
operations of a harbour. If no one in the community
expresses interest in forming a Harbour Authority
3 For an in-depth analysis of the Department of Fisheries and Oceans Small Craft
Harbours policy, please see the Coastal Commission Network Between the Land
and the Sea Study, available online at www.coastalcommunities.ns.ca
2
Knowledge Development Centre
and if the facilities are unsafe, then the wharf is
slated for demolition or divesture. Although the
original vision was for all Harbour Authorities to
problems as Harbour Authorities, i.e., lack of
take over responsibility for harbour operating costs
organizational capacity, high costs, and volunteer
by 2001, many Harbour Authorities have not yet
burnout, but they receive no resources or support
become financially self sufficient or effective on an
from SCH.4
organizational level (Coastal Communities Network,
Currently, SCH’s budget does not allocate enough
The roles and responsibilities of
Harbour Authorities and harbour
management groups
money to the maintenance of the wharves that are
The term Harbour Authority applies only to community
under its jurisdiction. In 2004, 21% of the most active
groups that manage SCH-owned wharves.5 In this
harbours registered substandard performance ratings
report, we use the term harbour management group
when measured against SCH criteria. To meet the
to refer to both Harbour Authorities and to non-SCH-
replacement and maintenance needs of a harbour,
owned wharves that are managed by volunteers.
SCH should be reinvesting between 4% and 4.2% of
This term also reflects the views of many harbour
the total asset value of new wharves; an even greater
volunteers who feel the term Harbour Authority is
investment may be required for older wharves. But in
misleading because neither the Harbour Authority nor
1999, the reinvestment rate in Nova Scotia was only
its volunteers have any real authority on the wharf.
2004).
1.36% (Coast Communities Network, 2004, p. iii).
Since 1999, more programs for harbour reinvestment
The responsibilities of harbour volunteers are
have been introduced. The Major Capital Investment
extensive and include a diverse range of governance
is a long-term investment initiative. The Infrastructure
and management tasks. The following description
Renewal Program runs for five years starting in
is based on questions from SCH Harbour Authority
2001. With these programs, it is probable that the
Management Survey (Department of Fisheries and
reinvestment rate has been increased (MacDonald,
Oceans, 2004).
25 May 2005).
Harbour management groups function as volunteer
Other community groups
boards and, as such, are responsible for both the
In addition to Harbour Authorities, SCH also reduced
daily management of wharves and harbours and
its inventory of wharves by giving community groups,
for long-term strategic planning. They are also
municipalities, and individuals the opportunity to
responsible for the internal governance of the
take over the harbour infrastructure. Approximately
organization, which includes tasks such as holding
40 former SCH-owned wharves are now managed
regular and annual meetings, reviewing the by-laws,
and maintained by industries, individuals, and
and maintaining incorporated status.
municipalities and towns, as are many privately
owned wharves. Approximately 65 wharves are
owned, managed, and maintained by community
organizations, many of which rely solely on
volunteers. These groups face many of the same
4 A number of these community groups are members of Coastal Communities
Network. They have shared their stories with us at CCN’s monthly learning circles
and through other CCN projects.
5 A small number of groups became Harbour Authorities but were then divested.
These groups may still use Harbour Authority in their name.
“One Plank at a Time” Volunteer Harbour Management in Nova Scotia
3
In addition, SCH Harbour Authorities are expected
Carrying out harbour management responsibilities
to develop, implement, and regularly review their
with due diligence also means that volunteers must
strategic plans for managing operations and
be knowledgeable about numerous government
maintaining their infrastructure. They are also
regulations and policies. This includes environmental
responsible for project proposals and financial
regulations for oil disposal and SCH policies around
statements. SCH Harbour Authorities can call on
the use of the wharf and equipment such as hoists.
SCH business managers as a resource; in some
The responsibility for communicating this information
cases, the business manager may play a major
to others and making the best possible decision in
role in completing plans and proposals. Other
sometimes difficult situations tends to increase the
Harbour Authority management tasks include
likelihood of volunteer burnout.
banking, supervising parking areas, collecting fees,
ensuring proper trash and oil disposal, inspecting
Volunteers groups that manage non-SCH wharves
the facilities, allocating berthage, explaining the
are not required to carry out all of these tasks (e.g.,
rules and regulations to harbour users, monitoring
communicating with SCH business managers).
the fuel system, hiring and supervising contractors,
However, the majority of these tasks, including
and ensuring proper use of harbour equipment (e.g.,
business and environmental plans, are necessary
hoists).
for a well-functioning harbour. Non-SCH harbour
management groups often have additional tasks,
As in any venture that involves public use, Harbour
such as seeking insurance. Whereas DFO covers
Authority volunteers are expected to exercise ‘due
insurance for Harbour Authorities, including
diligence’ or to make the best decision that a qualified
personal injury insurance and accident insurance
person would reasonably expect to make under a
for employees, non-SCH harbour management
particular circumstance (MacDonald, 27 October
groups must find and finance their own coverage.
2004). Some of these tasks are easily accomplished;
Both SCH Harbour Authorities and non-SCH harbour
for instance, a board member who fishes will regularly
management groups are responsible for their board of
inspect the wharf and facilities. However, without
director’s liability insurance.
prior knowledge of building and contracting, Harbour
Authority volunteers may find it difficult to make
Challenges in harbour management
an informed decision when hiring and supervising
Harbour Authorities and harbour management
contractors. Furthermore, tasks such as collecting
groups face huge challenges because the
berthage fees can put personal strain on Harbour
government designed and implemented a community
Authority volunteers who may have to approach
management model for harbours without creating
fellow fishermen who may not want to pay the fees.
complementary programs to increase the skills and
The volunteers’ decisions about how to pursue
capacity of harbour management volunteers.
fee collection can have repercussions on both the
Harbour Authority and the volunteers.6
The government expected that local volunteers
who had an interest in harbours would form
6 Attempts to collect fees have resulted in threats and damage to personal property.
4
Knowledge Development Centre
community management authorities. These
volunteers are often local independent fishermen
First, although the overall Nova Scotia population
whose livelihoods depend on a functioning harbour.
remains steady, its distribution follows the global
However, collaboration within the fisheries has had a
trend of urbanization. Between 1991 and 2001,
complicated past in Nova Scotia. In the mid-1900s, all
coastal rural communities lost 6% of their total
fishermen used to belong to cooperatives. but today
population, while the population of the urban area
only a few cooperatives still exist. Most cooperatives
around Halifax increased by over 26%. The decline
failed, in part because of changes in government
of population in coastal areas affects the ability of
policy.7 Fishermen also attempted to unionize, but
coastal rural communities to maintain local services
prior to the mid 1980s, legislation prevented them
and infrastructure.
from doing so (only deckhands were permitted to
join a union). The government’s refusal to allow
Second, young people have been migrating out of
fishermen to unionize prevented them for working
coastal rural communities. Between 1991 and 2001,
together cooperatively (Clement, 1986; Barrett &
the coastal area of Nova Scotia lost 22% of its 14-24
Apostle, 1992; and Burrill & MacKay, 1987). Today,
year olds and 32% of its 24-35 year olds (Coastal
although Nova Scotia has legislation that mandates
Communities Network, 2004). Because of the decline
fishermen to belong to a union or association,
of the resource-based economy (e.g., the fisheries
instead of creating cooperation within the industry, it
crisis and the closing of the Cape Breton steel and
created 68 different unions and associations across
coal industries), young people are increasingly
the province. Furthermore, the lifestyle of fishermen
seeking economic opportunities in urban areas. As
makes it difficult for them to engage in community
well, many leave their communities to attend post-
volunteerism, including harbour management
secondary institutions. At the same time, there has
groups. Fishermen are usually out on the water
been an increase in retirement-age residents.
before daybreak and are resting when community
groups usually meet. The paradox is that without
Finally, the birth rate has fallen in Nova Scotia and
a functioning harbour, fishermen would be unable
the entire population of the province is aging at a
to fish, and their livelihood and that of the entire
significant rate. The shift has been more rapid in
community would be threatened.
coastal rural communities, where the average age
increased from 36 to 40 between 1991 and 2001.
Demographic Trends in Nova Scotia
A healthy voluntary sector depends on a vibrant
Population decline and population aging are mutually
and renewable population base. But three trends in
reinforcing trends that may accelerate over time.
coastal rural communities – declining population, the
Taken together, they may significantly affect the
out-migration of youth, and an aging population –
social and economic viability of communities (Coastal
are causes for concern for rural volunteer-driven
Communities Network, 2004).
organizations.
7 The two bumps to cooperative small scale enterprise were the late 1960s Levelton
Report affecting limited entry licensing and the mid 1980s Kirby Commission
Report, which stressed the “need” to limit the overall number of fishermen. Both
had an effect on cooperative strategies.
“One Plank at a Time” Volunteer Harbour Management in Nova Scotia
5
How the research was carried out
We used two different methodologies in carrying out
the two phases of our research.
2. Qualitative Analysis of Three
Coastal Regions – Part I
Purpose
Phase 1 of the study, done under the immediate
The purpose of this phase of the study was to identify
direction of Erica de Sousa, in collaboration with
the causes of burnout among harbour management
Munro and MacInnes, might be termed action
volunteers and suggest ways that burnout could be
research. It is based on engaging in tasks that are
alleviated or prevented.
related to the activity that is to be studied, e.g.,
conducting a workshop on harbour management.
Objective
Involvement in the Coastal Communities Network
The two main objectives were to:
training workshops provided the action for this part
1. Based on training workshops on how and why
of the research. These workshops, developed by
to develop networks, how to organize boards of
Munro and Bean, provided researchers with access to
directors, and how to write funding proposals,
harbour management volunteers on their terms and
develop an understanding of volunteer burnout
in normal work settings rather than explicit research
and other factors that diminish the ability of SCH-
settings. Observations made in these workshops were
supported Harbour Authorities and other harbour
followed up by longer interviews with people identified
management groups to function optimally.
through workshop activity. Part I of this report
presents the findings from workshops and interviews.
2. Determine if training and support through
networking can alleviate or mitigate volunteer
Phase 2 of the study used existing data from
turnover and difficulties in recruiting new
three sources – the Coastal Communities Network
volunteers.
database, the Small Craft Harbours Harbour
Management Survey, and the Nova Scotia Community
Methodology
Counts data set – and, without talking to people on
This part of the study compared harbours in three
the wharves, ‘mined’ the data for what it reveals about
very different areas in Nova Scotia (Shelburne County
wharf burnout. This involved three steps: access to
on the south shore, the Bay of Fundy, and south
data, data entry, and data analysis. Direction for this
west Cape Breton) in order to develop a vivid picture
phase came from Dan MacInnes in collaboration with
of volunteerism in harbour management. We used
the team of de Sousa and Munro. Part II of this report
qualitative research methods to meet the objectives
presents the findings from Phase 2.
stated above. Throughout the project, an Advisory
Committee helped to determine the design and
This report presents the findings for each phase
separately.
6
Knowledge Development Centre
course of the research.
1. Interviews
Bay of Fundy
We conducted five in-depth interviews with
Kings Harbours: A Community Network started to
volunteers around the province who had been
develop in April 2004 in an attempt to create an
involved with harbour management in order to
alternative to the SCH system of managing wharves.
gain an understanding of the challenges and
New initiatives were needed to deal with the safety of
successes in wharf management. The Advisory
fishermen and the particular fishing methods in the
Committee identified interview participants (see
Bay of Fundy. The group had already recognized the
Acknowledgments, p. II, for the members of the
need to network with neighbouring organizations that
Advisory Committee). The interviews, which were
faced challenges similar to their own; Kings Harbours:
approximately half an hour in length, took place over
A Community Network was ready to take action by
the telephone and were recorded and subsequently
forming a network. Together with two experienced
transcribed.
adult educators, we developed a training session
to help solidify the group as a team and to work on
2. Wharf sustainability meetings
identifying the next steps the group wanted to take.
During the course of this project, Coastal
Their challenge was to figure out how to work together
Communities Network (CCN) held one provincial
as a cohesive and effective network without each
meeting and four regional meetings that attracted
group losing its autonomy as a Harbour Authority or
a total of 100 participants from various coastal
harbour management group.
communities around Nova Scotia. The purpose of
these meetings was to provide participants with an
At a workshop held on February 4-5, 2005 in
opportunity to share information, learn about CCN’s
Kingston, Nova Scotia, with representatives from
Between the Land and the Sea report, and develop
the Harbour Authority of Halls Harbour, Scots Bay
directions for policy change. At the provincial meeting,
Harbour Authority, Delhaven Harbour Authority,
volunteer burnout was identified as a formal agenda
Harbourville Restoration Society, and the Halls
issue affecting the sustainability of wharfs. This was
Harbour Community Development Association,
extensively discussed with participants at the four
the group decided to form a registered society
regional meetings. CCN allowed us to attend these
called Kings Harbours: A Community Network.
meetings and use the group discussions in our
Representatives from the Bay of Fundy Marine
analysis.
Resource Centre, Coastal Communities Network,
and SCH also attended, bringing the total number
3. Training workshops
of participants to nine (Please see Appendix A for a
We created training and networking opportunities
detailed agenda of the session). The second meeting
for harbour management groups in two of the three
of Kings Harbours: A Community Network took place
areas we studied (Bay of Fundy and south west Cape
on March 5, 2005, in Black Rock, Nova Scotia.
Breton; see Figure 1) by inviting harbour management
volunteers to specially designed workshops. Each
area has between four to six harbour management
groups, not all of which participated in our study.
“One Plank at a Time” Volunteer Harbour Management in Nova Scotia
7
8
Knowledge Development Centre
Table 6: Responsiblities and Work on the Wharf
Wharf responsibility listed in
inverse order by highest unpaid
task ending with highest paid.
% by paid
% by
unpaid
Cross-tabulation results on
actual work reported.
No problem for unpaid but 1
1
Responsible for board
communication
10
90
2
Project proposal development
16
86
3
Preparing contracts and
supervising contractors
28
72
4
Overcoming fishermen’s
objections
29
71
5
Banking of money
31
69
Neutral for both
6
Explaining policies to users
32
68
Slight problem for both
7
Collecting user fees
33
67
Neutral for both
8
Subleasing and licensing
33
67
9
Financial statements
31
67
Neutral for both
10
Inspecting harbour facilities
38
62
Neutral for both
11
Supervising parking
45
55
Neutral for both
12
Ensuring disposal of trash
45
55
13
Ensuring load limits are met
43
57
14
Maintaining operation plan
42
58
15
Allocating berthage to users
40
60
problem for paid
No problem for paid but neutral
for unpaid
Neutral for both
2 Problem for paid but
no problem for unpaid
No problem for either group
Neutral for paid but 1 problem for
unpaid
Neutral for paid but 2 problem for
unpaid
No problem for paid but 3
problem for unpaid
Neutral for both
“One Plank at a Time” Volunteer Harbour Management in Nova Scotia
41
Table 7: Needs Collapsed into Five Categories by Small and Large Wharves
Need
a. need for human relations support
b. need for specific task based support
c. need for specific skill based support
d. need for clarity about wharf mission etc
e. need for conflict resolution on wharf
Smaller Wharves
59
124
10
15
3.6
Larger Wharves
183
187
9
13
3.2
Number
88
120
124
124
124
Table 8: Wharf Needs as Reported – Ranked by Highest Mean (122 Cases)
Hierarchical listing by “burnout” needs
Workload management
Clarifying third party insurance
Sorting out government versus management responsibilities
Conflict resolution
Legal requirements complicity
Orientation for Harbour managers
Enforcing and collecting fees
Completing financial statements
Creating a safety plan
Running effective meetings
Creating an operation plan
Sound policy development
Completing project proposals
Ensuring due diligence
Creating a business plan
Determining GST/HST implications
Other kinds of training
42
Knowledge Development Centre
No Rank
7
3
10
6
4
11
55
15
1
14
2
8
12
13
9
16
17
YES
3.45
3.16
3.14
3.12
3.07
3.00
2.96
2.93
2.85
2.83
2.82
2.75
2.69
2.64
2.63
2.28
1.11
Yes Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
This and other Knowledge Development
Centre publications are also available online
at www.kdc-cdc.ca, or as a special collection
of the Imagine Canada — John Hodgson
Library at www.nonprofitscan.ca.
www.kdc-cdc.ca
Table 6: Responsiblities and Work on the Wharf
Wharf responsibility listed in
inverse order by highest unpaid
task ending with highest paid.
% by paid
% by
unpaid
Cross-tabulation results on
actual work reported.
No problem for unpaid but 1
1
Responsible for board
communication
10
90
2
Project proposal development
16
86
3
Preparing contracts and
supervising contractors
28
72
4
Overcoming fishermen’s
objections
29
71
5
Banking of money
31
69
Neutral for both
6
Explaining policies to users
32
68
Slight problem for both
7
Collecting user fees
33
67
Neutral for both
8
Subleasing and licensing
33
67
9
Financial statements
31
67
Neutral for both
10
Inspecting harbour facilities
38
62
Neutral for both
11
Supervising parking
45
55
Neutral for both
12
Ensuring disposal of trash
45
55
13
Ensuring load limits are met
43
57
14
Maintaining operation plan
42
58
15
Allocating berthage to users
40
60
problem for paid
No problem for paid but neutral
for unpaid
Neutral for both
2 Problem for paid but
no problem for unpaid
No problem for either group
Neutral for paid but 1 problem for
unpaid
Neutral for paid but 2 problem for
unpaid
No problem for paid but 3
problem for unpaid
Neutral for both
“One Plank at a Time” Volunteer Harbour Management in Nova Scotia
41
Table 7: Needs Collapsed into Five Categories by Small and Large Wharves
Need
a. need for human relations support
b. need for specific task based support
c. need for specific skill based support
d. need for clarity about wharf mission etc
e. need for conflict resolution on wharf
Smaller Wharves
59
124
10
15
3.6
Larger Wharves
183
187
9
13
3.2
Number
88
120
124
124
124
Table 8: Wharf Needs as Reported – Ranked by Highest Mean (122 Cases)
Hierarchical listing by “burnout” needs
Workload management
Clarifying third party insurance
Sorting out government versus management responsibilities
Conflict resolution
Legal requirements complicity
Orientation for Harbour managers
Enforcing and collecting fees
Completing financial statements
Creating a safety plan
Running effective meetings
Creating an operation plan
Sound policy development
Completing project proposals
Ensuring due diligence
Creating a business plan
Determining GST/HST implications
Other kinds of training
42
Knowledge Development Centre
No Rank
7
3
10
6
4
11
55
15
1
14
2
8
12
13
9
16
17
YES
3.45
3.16
3.14
3.12
3.07
3.00
2.96
2.93
2.85
2.83
2.82
2.75
2.69
2.64
2.63
2.28
1.11
Yes Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
This and other Knowledge Development
Centre publications are also available online
at www.kdc-cdc.ca, or as a special collection
of the Imagine Canada — John Hodgson
Library at www.nonprofitscan.ca.
www.kdc-cdc.ca