Exhibits For New Brunswick Filing To FERC

Exhibit 1
MF-0014
St Andrews
MF-0370 MF-0095
Harbour
MF-0040
MF-0159 MF-0018
1b MF-0039
7 MF-0033
MF-0034 MF-0020
MF-0017
MF-0016
MF-0024
2 Ile
Macks
MF-0333 MF-0036
MF-0035
MF-0025
MF-0022
MF-0023 HW-39
MF-0256 Island
MF-0038
HW-51 HW-28MF-0028
MF-0037 MF-0026
HW-27
Back
Bay
HW-29
HW-31 8
MF-0027 HW-38
MF-0029
10 HW-40
MF-0377
MF-0251
3
MF-0042
HW-52
MF-0276
HW-30
HW-32
HW-33
MF-0032
MF-0030
HW-37 9
HW-53 HW-36
MF-0228
HW-34
MF-0222 HW-35
HW-56 HW-55
MF-0215
HW-54
4 MF-0179
MF-0046
MF-0045
HW-57
HW-58 MF-0044
MF-0320
HW-76
HW-77 HW-59
HW-75
MF-0060 ÎLE DE 6 HW-62
HW-60
HW-74 HW-78 HW-65 HW-61

HW-73 HW-63
DEER
MF-0059
HW-64
MF-0058
ISLAND HW-72
HW-67
HW-24
HW-23 13
HW-71
HW-26 MF-0186
5
HW-70
HW-66
HW-25
HW-22
HW-21
HW-69 MF-0206
HW-68
MF-0057
MF-0049
MF-0051
MF-0050 HW-20
MF-0411 MF-0052
14 MF-0053
MF-0054
HW-19
HW-18
HW-17
ÎLE DE
HW-16
HW-15
CAMPOBELLO
0 1 2 3 4 5 km
HW-14
MFU-0055
MF-0055
ISLAND
MF-0168 HW-13 NAD83 (CSRS)
15 HW-12 NB Double Stereographic N.-B. double stéréographie
lnghw_jlb_060420
MF-0056 20 April 2006 20 avril 2006
HW-11
L
E
Exhibit 2
Exhibit 3
Exhibit 4
Exhibit 5
Exhibit 6
ESA's in Passamaquoddy Area
10
2 1
11
12
ESA Locations 0 2,500 5,000 10,000 Meters
1.) WHITE HORSE ISLAND
SITE ID: 886
PARISH : WEST ISLES CRITERION1 : 9 CATEGORY1 BIRD IBP
COUNTY : H CRITERION2 : 11 CATEGORY2
CNA :
REGION : SJ CRITERION3 : 12 CATEGORY3
DOE : 75
NTS : 21-B/15 NBMAPS : 93 UTME : 667800
LAT : 4459 LONG: 6652
LOCATION : East of Deer Island.
DESCRIPTION : This island is noted for its breeding colonies of Guillemots, Double-crested Cormorants (112 nests in 1982)
and gulls. A Gannet pair was here for a couple of summers in the 1970s, but did not nest.
NAT_REG : 10 FOREST ADMIN : 4-6 OWNTYPE : U

ECOTYPE1 : WATERSHED : ISL
ECOTYPE2 : ELEVATION : 30
SOURCES : STOCEK, R.F. "ESA'S IN SAINT JOHN PLANNING REGION" D.O.E. 1982.
CHOATE (1978); McKAY (1979)
CWS. CRITICAL MIGRATORY BIRD HABITATS (NEWBRUN.DBF)
THOMAS (1983)
PARKS CANADA. "A NATIONAL MARINE PARK CONCEPT" 1983
CONTACTS : DOE. ESA'S(1982):CHRISTIE
LEGAL :
AGENCY :
COMPILER : CHIASSON/CRIGHTON DATE : 12-May-1995
Report Date : 8-Jun-2009
2. WHITE ISLANDSITE ID 887

:
PARISH : WEST ISLES CRITERION1 : 12 CATEGORY1 BIRD IBP

COUNTY : H CRITERION2 : CATEGORY2
CNA : 70
REGION : SJ CRITERION3 : CATEGORY3
DOE : 78
NTS : 21-B/15 NBMAPS : 93 UTME : 665400
LAT : 4459 LONG 6654
LOCATION : East of Deer Island.
DESCRIPTION : This island supported a pair of breeding Bald Eagles in the past. They have not nested here since about 1990
and the nest went down in 1992, but there is still hope that they will return.
NAT_REG : 10 FOREST ADMIN : 4-6 OWNTYPE : P

McKAY (1979);
DIONNE ET AL. (1988)
"Status and Breeding Success of New Brunswick Bald Eagles" CDN FIELD
NATURALIST 95(4):428-433, 1981.
CONTACTS : RUDY STOCEK, MARITIME FOREST RANGER SCHOOL, FREDERICTON
LEGAL :
AGENCY :
3.) INDIAN ISLAND

SITE ID: 879
PARISH : GRAND MANAN CRITERION1 : 9 CATEGORY1 BIRD IBP
COUNTY : J CRITERION2 : 11
CATEGORY2 CNA :
DOE :
NTS : 21-B/15 NBMAPS : 93 UTME : 660000
LAT : 4456
LONG 6658
LOCATION : Off Deer Island.
DESCRIPTION : Indian Island has a low, rocky coastline with narrow wave-cut platforms and rock ledges. Pocket beaches of
sand and gravel are locally well developed and a narrow shoreline of boulders, cobble, gravel and sand veneers much of the
platform. A tombolo has developed at the southern tip of the island. This island had approximately 10-15 nests of Black-
Crowned Night-Heron in 1988.
NAT_REG : 10 FOREST ADMIN : 4-6 OWNTYPE : M
SOURCES : CWS. CRITICAL MIGRATORY BIRD HABITAT (NEWBRUN.DBF)

FUNDY COASTAL ZONE STUDY (1982)
CONTACTS :
LEGAL :
AGENCY :
COMPILER : CHIASSON/CRIGHTON DATE : 14-Jan-1994
4.) DEER ISLAND ARCHIPELAGO

SITE ID: 834
PARISH : WEST ISLES
CATEGORY1 BIRD CRITERION1: 3
COUNTY : H CRITERION2 : 11 CATEGORY2 FISH
REGION : SJ CRITERION3 : 1 CATEGORY3 MAMMAL
DOE : 82
NTS : 21-G/2 NBMAPS : 90 UTME : 661000
LAT : 4501
LONG: 6658
LOCATION : This island archipelago is located close to the New Brunswick shore near the mouth of the Bay of Fundy. It
consists of some forty islands, and numerous reefs, shoals, passages and ledges.
DESCRIPTION : The coastline is rugged and rocky and presents some of the finest maritime scenery and marine life observation
areas in the Bay of Fundy. Inshore areas are characterized by extensive bays and shallows, current velocities as high as
anywhere in the world. Areas of high sedimentation are very limited and light penetration is good, making underwater visibility
very good for most of the year. Local mixing and upwelling of the cold saline waters contributes to an abundance of
zooplankton, the basis of the food chain. The area supports breeding seabird colonies, nesting Bald Eagles (although not in the
past few years) and Osprey, and is a feeding area for vast populations of migrating and wintering waterfowl and shorebirds.
Major breeding colonies of Black Guillemots, Great and Double-crested Cormorants, Eider, Herring and Great Black-backed
Gulls are scattered throughout the archipelago. The endangered Right and Humpback Whales, along with Finback and Minke
Whales, are regular visitors to the area. Large numbers of Harbour Seals and Harbour Porpoise also inhabit the waters.
NAT_REG : 10 FOREST ADMIN : 4-6 OWNTYPE : M
McKAY (1979)
CWS. CRITICAL MIGRATORY BIRD HABITAT (NEWBRUN.DBF)
BEARDMORE (1985)
"Deer Island Field Trip" N.B. NATURALIST 4(5-6) OCT-DEC 1973.
"Natural Areas of Canadian Significance" Parks Canada 1976
"Status and Breeding Success of New Brunswick Bald Eagles" CDN FIELD
NATURALIST 95(4):428-433, 1981.
CONTACTS : DOE. ESA'S(1982):CHRISTIE; SMITH
RUDY STOCEK, MARITIME FOREST RANGER SCHOOL, FREDERICTON
LEGAL : NATURAL AREA OF CANADIAN SIGNIFICANCE

AGENCY :
5.) ROBERT M. STEWART NATURE PRESERVE
SITE ID: 851

PARISH : WEST ISLES CRITERION1 : 5 CATEGORY1 BIRD
COUNTY : H CRITERION2 : 11 CATEGORY2 AESTHETIC
NTS : 21-G/2 NBMAPS : 90 UTME : 665000
LAT : 4500 LONG 6654
LOCATION : West Isles archipelago.
DESCRIPTION : The four rocky islands making up this preserve - Little Mowat (Birch), Mowat, Barnes and The Nubble -
display a typical Bay of Fundy ecology with high bluffs, White Spruce forest and some coastal salt marsh. They are used by
migrating and overwintering waterfowl, sea ducks and sea birds. One pair of Bald Eagle nest on The
SOURCES : CWS. ATLANTIC REGION CONSERVATION AREAS DATABASE

NATURE TRUST OF NB BINDER & FILE
HINDS (1983); (1986)
CONTACTS : NATURE TRUST OF NEW BRUNSWICK

LEGAL : NATURE PRESERVE
AGENCY : NATURE TRUST OF NEW BRUNSWICK
6.) ST. ANDREWS HEADLAND

SITE ID: 824
PARISH : ST ANDREWS CRITERION1 : 6 CATEGORY1 BIRD IBP
COUNTY : H CRITERION2 : 11 CATEGORY2 GEOLOGY CNA :
DOE : 85
NTS : 21-G/3 NBMAPS : 89 UTME : 654500
LAT : 4504 LONG: 6702
LOCATION : Extending into Passamaquoddy Bay.
DESCRIPTION : An area used extensively by wintering Purple Sandpipers although the coastal flats from Point Lepreau to St.
Andrews are used by these birds as well. The St. Andrews-Chamcook area is a feeding and staging area of regional significance
for waterfowl, shorebirds and gulls. Osprey nest on nearby Navy Island. Reliable wintering spot for the rare King Eider. Late
Devonian, gently southeast dipping, red sandstone and conglomerate underlie most of the St. Andrews peninsula. At Joe's Point
and near the Barr Road, basaltic flows are intercalcated with the redbeds. Small vugs filled with calcite and formerly occupied
by volcanic gas are common near the tops of the flows. Cooling fractures that divide the volcanic flows into steeply plunging
columns are well exposed near the Barr Road. Joe's Point is preserved as a promontory because the basalts in this area are more
resistant to marine erosion than the redbeds.
CHOATE (1978); McKAY (1979)
GEOLOGICAL HIGHWAY MAP OF NB (1985)
CONTACTS : DOE. ESA'S(1982):CHRISTIE; HICKLIN; SMITH

JIM GOLTZ, FREDERICTON (PHASE II REVIEW)
LEGAL :
AGENCY :
7.) MINISTERS ISLAND

SITE ID: 820
LOCATION : An inshore island northeast os St. Andrews.

DESCRIPTION : This island provides feeding grounds for wintering Great Cormorants and Purple Sandpipers that use the tidal
mudflats. Osprey nest on the island during the summer. A residence of historical value (Sir William Cornelius Van Horne) is the
only development.
McKAY (1979); BEARDMORE (1985)
DIONNE ET AL (1988)
CWS. ATLANTIC REGION CONSERVATION AREAS DATABASE
CONTACTS : DOE. ESA'S(1982):CHRISTIE; GORHAM; HICKLIN; STOCEK
LEGAL : PROV WILDLIFE MANAGEMENT AREA EST'D 1980
AGENCY : DNRE
8.)THE WOLVES (SOUTH, FLAT, EAST, SPRUCE ISLANDS)

SITE ID: 884
CATEGORY1: BIRD CRITERION1: 11 CATEGORY2: PLANT CRITERION2: 6

CRITERION3: 3
PARISH: PENNFIELD COUNTY: H REGION: SJ
LOCATION: A group of islands located northeast of Campobello Island in the Bay of Fundy.
DESCRIPTION: Compared to the Grand Manan Archipelago, the Wolf Islands are essentially wild and unspoiled: virgin
coniferous forests harbor deep carpets of lichens and mosses; 3 common orchids (Habenaria obtusata, H. clavellata, and Listera
cordata) are abundant. Fog is frequent and the maritime climate produces a flora with a decidedly boreal character. This is the
most important area for sea bird breeding outside of Grand Manan. Both inshore and pelagic species of birds can be found on the
islands, including Eiders, Guillemots, Petrels, Gannets (feeding not breeding), Gulls, and Herons. A pair of Bald Eagles nest on
Flat Wolf Island. A few Black-legged Kittiwakes were discovered breeding here in 1992 – the southernmost breeding location for
this species. By 1994 there were 78 Kittiwakes on South Wolf Island. These islands are one of the few areas where Harlequin
Ducks are known to winter in the Maritimes – eastern North American population estimated at less than 1000 birds.
Lomatogonium rotatum – Marsh Feltwort
SOURCES: STOCEK, R.F. “ESA’S IN SAINT JOHN PLANNING REGION” D.O.E. 1982
MCKAY (1979)
LOCK (1987)
SMITH (1980)
DIONNE ET AL. (1988) NBM. “Chickadee Notes #9”
HINDS (1983) (1996)
UNB HERBARIUM SEARCH (1983)
CWS. BIRD COLONIES OF THE MARITIME PROVINCES CWS.
CRITICAL MIGRATORY BIRD HABITAT (NEWBRUN.DBF)
THOMAS (1983)
RHODORA VOL 65, 1963. “The Flora of the Wolf Islands”
RHODORA VOL 66, 1964. “The Flora of the Wolf Islands”
RHODORA VOL 66, 1964. “Additions to the Flora of the Wolves”
RHODORA VOL 71, 1969. “Continued Botanizing on the Wolf Islands”
COMPILER : CHIASSON/CRIGHTON DATE : 06-June-1995
9. ) FRIAR’S HEAD, CAMPOBELLO ISLAND

SITE ID: 876
CATEGORY1: GEOLOGY CRITERION1: 2 CATEGORY2: PLANT
PARISH: CAMPOBELLO COUNTY: H REGION: SJ
LOCATION: Between Friar’s Bay and Snug Cove
DESCRIPTION: Windswept exposed headland with dry calcareous ledges, site of rare plant Rock-cress Draba (Draba
arabisans Michx.). The population of over 100 stems is situated on the rock ledges below the look-out on the Roosevelt property.
This plant is rare in NS and Maine, and near the southern limit of its range in NB. Roseroot (Sedum rosea), a stonecrop that is
rare in Maine, and only found scattered on the Fundy coast, is found here as well.
SOURCES: HINDS (1983)
DIONNE ET AL. (1988) “BIRDS OF CAMPOBELLO”
10.) ST. CROIX RIVER ESTUARY
SITE ID: 826
CATEGORY1: BIRD CRITERION1: 11 CATEGORY2: FISH CRITERION2: 3 CRITERION3: 12
PARISH: ST. DAVID COUNTY: H REGION: SJ
LOCATION: Between St. Stephen and St. Andrews
DESCRIPTION: The St. Croix River is the major freshwater contributor to the Passamaquoddy Bay system. The upper estuary
is highly stratified, becoming partially mixed as it widens into Oak Bay. This estuary, especially at and just above St. Andrews, is
of regional significance in providing a feeding and staging area for ducks, geese, shorebirds, and gulls. The head of the estuary is
important for Black Duck and Goldeneye in spring and fall. Eiders, Scoters, and Bufflehead overwinter in the outer estuary and
inner Passamaquoddy Bay with Brant occurring there in spring. One pair of Bald Eagles nest on St. Croix Island; another pair
nests on the river east of St. Stephen. The St. Croix was once a major Salmon river, but pollution and damming have led to
declines; remedial measures such as restocking are in place. The estuary remains and important site for several other fish species.
11.) HEAD HARBOUR PASSAGE/QUODDY RIVER REGION

SITE ID: 877
CATEGORY1: BIRD CRITERION1: 1 CATEGORY2: MAMMAL CRITERION2: 11
CRITERION3: 12
PARISH: WEST ISLES COUNTY: H REGION: SJ
LOCATION: Waterway between Deer Island and Campobello Island.
DESCRIPTION: The passage is subject to strong currents and turbulent surface waters; the southern portion of the passage is
known for its whirlpools. The turbulent area is the oceanographic manifestation of the underwater fault geology. It produces
upwellings and areas of high marine productivity that attract very large concentrations of seabirds, especially gulls, in late
summer and fall. The area is also a very important feeding area for marine mammals, including whales (especially fin and
minke), seals and porpoises. During the 1970’s, numbers of Red-necked Phalaropes reported from the area varied between
15,000 and 2,000,000 and were consistently in the hundreds of thousands to one million range. The low number of 15,000+ in
1978 was attributed to a failure o Euphausids that year. Since 1985, very few Phalaropes at all have been seen in the area. The
reasons for this major change in numbers or distribution are not yet fully understood.
12.) LIBERTY POINT, CAMPOBELLO ISLAND

SITE ID: 877
CATEGORY1: GEOLOGY CRITERION1: 6 CATEGORY2: FOREST CRITERION2: 13
CATEGORY3: PLANT CRITERION3: 3
LOCATION: The Island is in the southwestern end of the Bay of Fundy, with Liberty Point at the southwestern end of the
Island.
DESCRIPTION: Situated above a 3m rock cliff, this coastal area has a gentle slope with a distinctive mound-and-hollow
microtopography. Large granite boulders, bedrock and sand comprise the shoreline. The tree layer consists primarily of Balsam
Fir. Wind is a dominant environmental factor which has greatly stunted the vegetation, caused frequent windfalls and irregular
tree crowns. The area would make and appropriate site to study the effects of adverse environmental factors in vegetational
growth. The island in general is an important nesting, feeding and staging location for migratory birds, and provides aquatic
feeding grounds for fish and marine birds. Bald Eagles and Osprey nest on the Island. Black Guillemot breed at Liberty Point.
13.) BASKET HEATH, CAMPOBELLO ISLAND

SITE ID: 874
CATEGORY1: PLANT CRITERION1: 2
LOCATION: Just north of Liberty Point and Ragged Point, within Roosevelt Campobello International Park.
DESCRIPTION: Carex wiegandii, a rare sedge reported form only a few eastern lowland localities and from Madawaska
County grows in the southwestern part of this bog, and has not been found elsewhere in the park. Its small population seems
secure, given the low level of hiker traffic here; existing footpaths in the bog skirt the population.
The following information includes feeding areas for whales as well as specific information on the whales,
seals and porpoises identified in ESA # 877. Most of the information was retrieved from Department of
Fisheries, Environment Canada, Tourism NB, and Grand Manan Whale & Seabird Research Station. If
you need these sources, I have dowloaded the files from the internet.
Feeding Areas
Whales are also a common occurrence in the Bay of Fundy. Two types of whales frequent the coast of
New Brunswick: odontocetes (e.g., harbour porpoise) and mysticetes (e.g., mink whales ) (Grand Manan
Whale and Seabird Research Station, 2000). The common odonocete found in the Bay of Fundy is the
harbour porpoise (Phocoena phocoena).This specie feeds on fish, squid and some crustaceans, and
breed during the summer months.
The common mysticetes found in the Bay of Fundy include minke whale (Balaenoptera acutorostrata),
and fin whale (Balaenoptera physalus) (Grand Manan Whale and Seabird Research Station, 2000). Fin
whales are found in all oceans of the world and generally make seasonal migrations from low-latitude
wintering areas to high-latitude summer feeding grounds. Winter distribution appears to be less
concentrated. The locations of the wintering grounds are poorly known. Summer concentrations in the
western North Atlantic are in the Gulf of St. Lawrence, on the Scotian Shelf, in the Bay of Fundy, in the
nearshore and offshore waters of Newfoundland, and off Labrador. The mysticetes follow the food source
along the coast where the waters are turbulent and production is high. The fin whales tend to remain
offshore in deep water, while the other common mysticetes prefer more shallow coastal water, taking
advantage of the seasonalcurrents and ample food supply. The whales also typically spend the summer
months in the Bay of Fundy’s temperate waters and migrate to tropical and sub-tropical destinations
during the winter months (Grand Manan Whale and Seabird Research Station, 2000).
During recent years the lower Bay of Fundy has become recognized as a feeding ground for right whales
in summer and autumn. The area of Browns Bank (60 km south of Cape Sable, NS) and the vicinity of
Grand Manan Island (NB) are visited by a population of approximately 200 right whales. Females and
calves tend to congregate inshore beginning in July. Throughout the rest of summer and well into
October, they can be observed in Head Harbour Passage and Grand Manan Channel and along the
edges of Grand Manan Basin.
Right Whales
The right whale has been protected from commercial hunting since 1937, but remains endangered with
less than 350 in the western North Atlantic. The right or true whale to hunt, right whales were the first
whale to be commercially hunted beginning in the 1100's. By the 1800's the whale was very rare and
whalers turned to other species. The whales were prized from the amount of oil rendered from the
blubber layer and the baleen which was called "whale bone" and was used in corsets, buggy whips,
umbrellas, etc. Up to two thirds of the population visits the Bay of Fundy between June and December.
Dive times average 10-20 minutes, longer than the other species of whales because they capture prey by
skimming the water with their mouth open. The prey remains on the baleen fringes and the water escapes
between the plates.The feeding method extends the dive times. The Bay of Fundy is an important nursery
area for right whale mothers and calves. Right whales engage in many types of surface behaviour,
including breaching, tail lobbing, spyhopping, flipper waving and slapping. Courtship groups of 2 to 45
whales are sometimes encountered - one of the worlds greatest wildlife spectacles. Right whales are not
usually seen from shore, preferring deeper water between Grand Manan and Nova Scotia. A right whale
conservation zone exists in the Bay of Fundy.
Fin Whales
Both historic and current threats have contributed to the decline of fin whales, resulting in the
species being designated as threatened by the Committee on the Status of Endangered Wildlife in
Canada (COSEWIC) and protected under the Species at Risk Act (SARA).
The fin whale (balaenoptera physalus) is the second largest whale in the world, after the blue whale
(balaenoptera musculous). Fin whales are characterized by fast swimming speeds and streamlined
bodies. Adult fin whales reach physical maturity at 25 years of age, and range in size from 20-27 metres,
and 60-80 tonnes, with northern hemisphere populations tending to be slightly smaller than their southern
counterparts. They can live for up to 100 years, and females reproduce at two to three year intervals. The
species is often confused with blue, sei and Bryde’s whales due to similar sizes and characteristics,
though fin whales can be distinguished by the asymmetrical pigmentation on their lower jaws, which is
dark on the left and light on the right.
Fin whales are found in all oceans of the world, but are more abundant in temperate to polar latitudes.
They generally make seasonal migrations from low-latitude wintering areas to high-latitude summer
feeding grounds. In Canada, fin whale populations occur in both the North Atlantic and North Pacific.
Minkes
The minke whale feeds on herring, cod, capelin, Eleginus, navaga, polar cod, pollock, sand lance, krill,
and pteropods. Minkes typically filter small schooling fish such as herring by gulping large mouthfuls and
squeezing out the water. The prey remains in the mouth because of the baleen fringes which acts as
barriers to the prey but not the water. Minkes have also been seen eating individual fish. They can be
seen close to shore usually singly or in groups less than three. While minkes may be elusive they are
known to breach and approach vessels for a closer look. Minkes dive without lifting their tails and usually
submerge for five minutes and less but can hold their breath substantially longer. The blow is visible only
in the right conditions of light, humidity or temperature. Minkes populations are not considered
threatened. Minkes sometimes swim into herring weirs but with the aid of the Grand Manan Whale &
Seabird Research Station personnel, weir fishers can release minkes unharmed using a specially
designed net and not lose their fish.
Harbour Porpoises
Harbour Porpoises, considered “threatened” in Canada, are elusive. They are not attracted to motorized
vessels or are particularly active at the surface. Porpoises dive for no more than five minutes with most
dives between two-three minutes. In that time, they can dive as deep as the Bay of Fundy 227 m (745 ft.).
Porpoises are often in small groups and remain within the Bay of Fundy and the Gulf of Maine throughout
the year, with many migrating towards Cape Cod in the winter.Porpoises are sometimes caught in bottom
set gill nets and die. An international group of fishers, conservationists, government officials and
researchers, have been trying to reduce this mortality. Porpoises can easily be seen from shore.
The northwest Atlantic harbour porpoise’s most significant threat may be getting caught in bottom-set gill
nets intended to capture groundfish such as cod. Other threats to this species include habitat
degradation, and loss of habitat due to acoustic harassment devices used by commercial fish-farmers
(i.e., salmon producers) to deter natural predators away from their stocks.
The northwest Atlantic harbour porpoise is now under consideration for addition to the federal
Species at Risk Act (SARA) as a species of special concern. The harbour porpoise is protected under
the federal Fisheries Act which prohibits destruction of fish habitat and under the Marine Mammal
Regulations of this Act. The harbour porpoise is also on the IUCN (World Conservation Union) Red list of
Threatened Animals, and is included in the Convention on International Trade in Endangered Species of
Wild Fauna and Flora (CITES), which reduces commercial exploitation of species at risk.
Begun in 1991, the Harbour Porpoise Release Program was developed by the Grand Manan Whale &
Seabird Research Station to assist herring weir operators safely remove harbour porpoises from their weir
without loosing the trapped herring. Porpoises swim into herring weirs during the night but most do not
swim out again. While they are inside the weirs they are able to swim, breathe and eat.
Harbour porpoises trapped in the Bay of Fundy by herring weirs, or herring fish-traps, have been routinely
freed and released. In addition, the gillnet ground-fishery has made various efforts to minimize its impact
on the harbour porpoise. Other measures to reduce bycatch are being investigated and could include the
use of acoustic deterrents or modified gear, such as barium sulfate coated fishing-nets -- which could give
harbour porpoises and other marine mammals an early warning signal of the danger of nets along their
swimming route.
Harbour Seals
Harbour seals are considered a pest to most fishing practises, especially herring weirs and Atlantic Salmon
aquaculture sites. The latter employ underwater sound makers and double nets to keep the seals away. Bounties on
harbour seals were in place until the early 1980's. Harbour seals are frequently seen in the water, especially from
lookouts and around weirs. When they "haul out" it is usually on rocky ledges and offshore islands rather than
populated islands because they are wary of humans, although pups sometimes haul out in unexpected places. Seal
pups should be left where they are for at least 48 hours before contacting Fisheries and Oceans or the Grand Manan
Whale & Seabird Research Station. The pups may just be resting and will return to the water when hungry. After
separating from their mothers they tend not to associate with adult seals until much larger. There is a positive attitude
toward harbour seals during the summer by whale watch vessels since they often stop to see seals on haul out
ledges.
Pups are born on rocky ledges from May to the beginning of June and remain with their mothers for about
one month.
Recommendations for undertaking projects within ESA # 877
Proponent should be
• conducting an inventory of marine mammals in the area
• developing a Marine Mammal Monitoring Program
• predicting the impacts to the fisheries resources in the vicinity of the proposed terminal and in the
new shipping channel approaches to the terminal
• developing an underwater acoustic measurement program and site specific sound propagation
modeling
• designing a plan to ensure minimal impact and interactions to marine mammals (e.g avoid feeding
areas, avoid breeding areas, avoid cumulative high noise levels for marine mammals
• consulting with the Grand Manan Whale & Seabird Research Station, EC and DFO (Oceans and
Environment Branch)

Exhibit 7
Page 5
July 6, 2009

Deeer Island Ferry
Downeast Service Route
LNG
St. Andrews
Terminal
Grand Manan
Private Ferry Ferry Service
Services

Alternate LNG
Tanker Route
Preferred LNG
Tanker Route
Alternate LNG
Tanker Route

White Head Island
Ferry Service
Exhibit 8
Page 4
July 6, 2009

Exhibit 9
Exhibit 10
APPENDIX 1:
Supporting Documentation and Basic Information on Recorded Archaeological Sites in the
Vicinity of the Proposed LNG Vessel Transit.
Provide a list of all identified onshore and offshore archaeological sites (historic archaeological
sites) in New Brunswick within 1.5 miles (approximately 2.5 kilometres) of the proposed vessel
transit route, including:
 Name and approximate distance from route: Please see attached Table A for a list of onshore
historic archaeological sites; and Table B for a list of shipwrecks potentially within 2.5km of
the proposed LNG vessels transit route.
TABLE A
Onshore and Offshore Sites Within 2.5km of Route (Historic)
Site Name* Site Type Explanation of Estimated
Significance Distance from
Route
BfDr19 Shipwreck 800m
BfDr2 Undetermined 660m
BfDr17 Historic 680m
Homestead
Homestead
(See Discussion
BfDr14 Homestead Below) 1200m
Historic 1200m
BfDr9 Habitation,
Homestead
Undetermined 1000m
BfDr13 Underwater site,
Anchorage?
(* Archaeological sites in Canada are identified using an alpha-numeric code).
6
TABLE B
Shipwrecks Potentially within 2.5km of Route
Shipwreck Name Date of Loss Area of Loss
FANNY 1791
BRITANNIA 1798
TWO BROTHERS 1826
MARY CATHARINE 1828
ELIZABETH ANN 1830
TEMPERANCE 1836
BROTHERS 1838
JASPER 1838
COLONIST 1838
HOPE 1840
MARTHA BRAY? 1848
CAMILLA 1868
ELLEN NANCY 1870
MYSTIC TIE 1872
ROBERT ROSS 1882
GENUINE 1886
XANTHO 1887
C.M. CHANDLER 1888
BEN BOLT 1890
MOSELLE 1892
WELLMAN HALL 1892
FLORA MCLEOD 1892
BLANCHE & BESSIE 1893
#4 1893
MABEL HOWARD 1896
COMMODORE 1896
GYPSUM EMPRESS 1897 WESTERN END OF
BESSIE CARSON 1899 PASSAMAQUODDY
BAY (Western
ALDINE 1903 Passage, Quoddy
SILVER LEAF 1905 River, Head Harbour
L.M.B. 1905 Passage).
VIKING 1909
GRAND MANAN 1912
UNKNOWN 1912
MERCEDESE 1919
RONALD 1920
FREDERICK H. 1921
7
ADA. M. MCINTYRE 1923
GRAHAME M. 1958
NANRIK II 1969
TEENA & LANE 1982
TERRY T. II 1982
ANDREW & AARON 1982
VENTURA #1 1991
MISS CANDISE 1992
CLAUDETTE & JANICE 1994
AQUA PROVIDER 1994
SEA SERPENT 1994
LADY JANE I 1995
FUNDY STAR II 1995
UTOPIA 1878
G.P. PAYZANT 1878
LEONA 1900
MARY PICKARD 1877
o Explanation of significance (Known or Suspected Archaeological Sites):

The majority of archaeological sites along the proposed LNG vessels transit route have not
yet been subject of complete archaeological research. Historic onshore sites and underwater
shipwrecks are time capsules that hold a wealth of information from the early seventeen century
French colonial attempts in the region to British and early Canadian establishments. They
contribute to our understanding of early the technological and commercial development of the
Quoddy Region which encompasses both Maine and New Brunswick. In some cases, the site is
associated with the life or activities of a particular historic figure, group, organization, or
institution that has made a significant contribution to, or impact on this area bordering coastal
Maine and New Brunswick. In other instances, the site is associated with a particular historic
event, whether cultural, economic, military, religious, social or political, that has made a
significant contribution to, or impact on this area bordering coastal Maine and New Brunswick.
8
 Identify all First Nation Sites (Pre-Contact Archaeological Sites) within 1.5 miles
(approximately 2.5 kilometres) of the vessel transit route, including:
 Name and approximate distance from route: Please see attached Table C.
TABLE C: Onshore and Offshore Sites Within 2.5km of Route (Pre-contact)

Site Name* Site Type Explanation of Estimated
Significance Distance from
Route
BfDr18 Pre-contact camp 650m
site
BfDr11 Pre-contact 690m
BfDr16 Pre-contact and 1200m
Historic homestead
and campsite
BfDr1 Artifact Cache Campsite, 1300m
Sacred,
Ceremonial, Archaic
Period
BfDr14 Pre-contact, find 1200m
spot
BfDr20 Pre-contact. 300m
Underwater findspot
BfDr5 Pre-contact, 500m
portage, camp site,
BfDs1 Pre-contact shell 1400m
midden
BfDs2 Pre-contact shell 2500m
midden
BgDs4 Shell midden 2400m
BgDs21 Pre-contact 1800m
(*Archaeological sites in Canada are identified using an alpha-numeric code).
9
Exhibit 11
Maps Showing Recorded Archaeological Resources in vicinity of Proposed LNG Vessel Transit.
11
12
13
14
(
!
(
!
(
! (
!
(
!
(
!
2448000.000000 2449000.000000 2450000.000000 2451000.000000 2452000.000000 2453000.000000 2454000.000000 2455000.000000 2456000.000000 2457000.000000 2458000.000000 2459000.000000 2460000.000000 2461000.000000 2462000.000000 2463000.000000 2464000.000000 2465000.000000 2466000.000000 2467000.000000 2468000.000000 2469000.000000 2470000.000000 2471000.000000 2472000.000000 2473000.000000 2474000.000000 2475000.000000 2476000.000000 2477000.000000 2478000.000000 2479000.000000 2480000.000000 2481000.000000 2482000.000000 2483000.000000 2484000.000000
(
! (
!
(
!
BgDr-4 BgDq-35
(
!
BgDr-14!(BgDr-15
(
! (
!
BgDs-13 BgDr-10
(
!
BgDq-31
(
! (
!
BgDr-16
(
!
7349000.000000
7349000.000000
(
!
BgDs-6
(
!
BgDr-3
7348000.000000
7348000.000000
(
!
BgDq-2
(
!
BgDs-16
7347000.000000
7347000.000000
BgDq-37
(
!
BgDs-19 (
!
(
!
BgDs-27
(
!
BgDr-2
BgDs-29
7346000.000000
7346000.000000
(
!
(
!
BgDs-7
(
!
BgDr-73
BgDs-31
(
!
7345000.000000
7345000.000000
BgDs-32
(
!
( BgDs-28
(
!
!
BgDs-10 BgDs-30
(
! (
!
BgDs-12
(
!
7344000.000000
7344000.000000
BgDq-18
(
!
BgDq-17
(
!
7343000.000000
7343000.000000
BgDs-5
BgDq-15
BgDq-1
(
!
(
!
BgDq-14 (
!
(
!
BgDq-13 BgDq-16 BgDq-21

BgDs-33
(
!
(
! (
!
(
!
BgDs-26 BgDq-32
7342000.000000
7342000.000000
BgDs-3
(
!
BgDs-4
(
!
BgDs-21!( (
!
BgDs-34
(
!
(
!
(
! BgDs-1
(
!
BgDq-30
(
!
7341000.000000
7341000.000000
BgDs-20
(
!
BgDq-12
(
!
7340000.000000
7340000.000000
BgDs-2 BgDr-72
(
! (
!
BgDr-52
BgDr-51 BgDr-54!(BgDr-55 BgDq-20
(
!
BgDr-53!(
BgDr-56
7339000.000000
7339000.000000
(
! (
!
(
!
(
!
BgDr-58
(
!
BgDr-21
BgDr-23 (
! BgDq-29
BgDr-29 BgDq-9
(
! (
!
BgDr-19!(BgDr-20
7338000.000000
7338000.000000
BgDr-59 BgDq-28
(
! (
!
BgDq-8
(
!
BgDr-42
(
!
BgDr-22!(
(
! (
!
(
! (
!
(
! BgDr-57
(
!
(
!
BgDr-41
BgDq-7
(
!
(
!
7337000.000000
7337000.000000
BgDr-69
BgDq-24
BgDr-44
(
!(
!
(
!
BgDq-6
(
!
BgDr-70 BgDr-47 BgDq-4

(
!
(
!
BgDr-46 BgDq-5
(
! (
!
(
! (
!
BgDr-45!( BgDr-28 BgDq-3

( ! (
7336000.000000
7336000.000000
BgDr-40 BgDr-39 BgDr-48!(BgDr-49
! (
!
(
!
(
! (
!
(
!
BgDr-65
(
! (
!
( BgDr-71
BgDr-34 BgDr-63
!
BgDr-64!(
(
!
(
!
BgDr-66
(
! (
!
(
!
BgDr-60!(
(
!
BgDr-35
7335000.000000
7335000.000000
(
!
BgDr-37
(
!
BgDr-50
BgDr-36 (
!
(
!
7334000.000000
7334000.000000
BgDr-68
(
!
BgDr-67
(
!
7333000.000000
7333000.000000
BfDr-12
(
!
7332000.000000
7332000.000000
BfDr-4 BfDr-6
BfDs-2
(
!
(
!
(
!
7331000.000000
7331000.000000
7330000.000000
7330000.000000
BfDr-19
(
!
BfDs-1
(
!
7329000.000000
7329000.000000
BfDr-18
BfDr-11!(
(
!
7328000.000000
7328000.000000
BfDr-2
(
!
BfDr-17
7327000.000000
7327000.000000
(
!
BfDr-13 BfDr-7
(
!
BfDr-16
(
!
7326000.000000
7326000.000000
(
!
BfDr-1
(
!
BfDr-14
(
!
BfDr-5 (
!
(
!
7325000.000000
7325000.000000
BfDr-9
(
!
BfDr-20
BfDr-10BfDr-8
(
!
(
!
!
(
7324000.000000
7324000.000000
7323000.000000
7323000.000000
7322000.000000
7322000.000000
7321000.000000
7321000.000000
7320000.000000
7320000.000000
7319000.000000
7319000.000000
7318000.000000
7318000.000000
7317000.000000
7317000.000000
7316000.000000
7316000.000000
BfDr-3
7315000.000000
7315000.000000
(
!
7314000.000000
7314000.000000
7313000.000000
7313000.000000
7312000.000000
7312000.000000
7311000.000000
7311000.000000
BeDq-8!(BeDq-9
7310000.000000
7310000.000000
(
!
BeDq-2
(
!
7309000.000000
7309000.000000
BeDq-10
7308000.000000
7308000.000000
(
!
BeDq-1
7307000.000000
7307000.000000
(
!
7306000.000000
7306000.000000
BeDq-3
(
!
BeDr-1
(
!
7305000.000000
7305000.000000
BeDq-4
(
!
2448000.000000 2449000.000000 2450000.000000 2451000.000000 2452000.000000 2453000.000000 2454000.000000 2455000.000000 2456000.000000 2457000.000000 2458000.000000 2459000.000000 2460000.000000 2461000.000000 2462000.000000 2463000.000000 2464000.000000 2465000.000000 2466000.000000 2467000.000000 2468000.000000 2469000.000000 2470000.000000 2471000.000000 2472000.000000 2473000.000000 2474000.000000 2475000.000000 2476000.000000 2477000.000000 2478000.000000 2479000.000000 2480000.000000 2481000.000000 2482000.000000 2483000.000000 2484000.000000
Legend
Recorded Archaeological Sites
Archaeological Predictive Model Map Sheet

Medium Potential
(
!
High Potential
wetland
Roads
<all other values>
TRANSPORTA
1
3
2
waterbody
Archaeological Services
<all other values>
WATER_CODE
AQ
Heritage Branch
LK
ON
PN
RV
Department of Wellness, Culture and Sport

SL
WA
watercourse
<all other values>
WATERCOURS
1
2
(
!
utility
(
!
Exhibit 12
Shipping - Bayside Port, New Brunswick, Canada - 2000-2007
Number of Tonnes Shipped

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08
Aggregates 1,069,040 1,466,911 1,294,696 1,732,913 1,447,383 1,471,041 1,322,724 1,460,490
Gypsum 201,764 138,272 141,177 37,730
Potatoes 23,345 20,974 20,840 33,636 27,242 15,040 15,909 25,392
Fertilizer 30,039 15,480 23,840 23,566 29,341 13,947 28,241 14,504
Fish 12,760 18,696 20,678 28,460 22,760 24,230 25,703 24,095
Crab 577 3,265 2,040
Pork 1,485 366
Poultry 3,466 2,972
Paper 1,283 10,708 22,119 16,280 48,187
Woodpulp 498
Lumber* 24,537 21,325 18,767
Pulpwood* 3,086
Machinery 50
Fishfeed 4,743 13,437 2,204 1,923 780 2,415 710 13,495
Salmon 38 921 1,307 1,312
Vehicles 218
Total 1,346,440 1,677,196 1,503,435 1,859,150 1,540,098 1,553,867 1,411,607 1,604,929
* M3, not Tonnes
Number of Ships
00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08
Aggregates 30 40 34 44 36 35 30 34
Gypsum 7 4 4 1
Potatoes 5 4 4 6 5 4 4 7
Fertilizer 3 3 4 5 5 3 4 2
Fish 8 13 16 15 11 11 10 10
Crab 2 5 4
Pork 1
Poultry 3 3
Paper 1 4 6 5 16
Woodpulp 1
Lumber 5 6 5
Pulpwood 1
Machinery
Fishfeed
Salmon 1
Vehicles
Total 59 68 62 71 63 70 63 74
Exhibit 13
ENTERPRISE CHARLOTTE
INTEGRATED COMMUNITY GROWTH STRATEGY
FINAL REPORT
Submitted to:
Enterprise Charlotte
Prepared by:
AMEC Earth & Environmental,
a division of AMEC Americas Limited
Fredericton, New Brunswick
June 2007
TE610854
Integrated Community Growth Strategy
Final Report
June 2007
TABLE OF CONTENTS
PAGE
1.0 INTRODUCTION ............................................................................................................... 1

1.1 BACKGROUND ........................................................................................................ 1
1.2 INTEGRATED COMMUNITY GROWTH STRATEGY............................................... 2
2.0 METHODOLOGY .............................................................................................................. 3
3.0 PROFILE OF THE REGION .............................................................................................. 4

3.1 LIMITATIONS ........................................................................................................... 4
3.2 POPULATION AND DEMOGRAPHICS .................................................................... 4
3.3 LABOUR FORCE CHARACTERISTICS ................................................................... 5
3.4 EDUCATIONAL ATTAINMENT................................................................................. 5
3.5 EARNINGS ............................................................................................................... 6
4.0 DIAGNOSTIC – STRENGTHS AND WEAKNESSES........................................................ 7

4.1 PEOPLE ................................................................................................................... 7
4.2 LOCATION ............................................................................................................... 7
4.3 NATURAL RESOURCES.......................................................................................... 7
4.4 FINANCIAL CAPITAL ............................................................................................... 8
4.5 INFRASTRUCTURE – INSTITUTIONAL AND CIVIC................................................ 8
4.6 INFRASTRUCTURE – TRANSPORTATION............................................................. 8
5.0 DIAGNOSTIC – OPPORTUNITIES AND THREATS ......................................................... 9

5.1 POLITICAL ............................................................................................................... 9
5.2 ECONOMIC .............................................................................................................. 9
5.3 SOCIAL .................................................................................................................. 10
5.4 TECHNICAL ........................................................................................................... 10
6.0 FUNDAMENTAL PROVINCIAL STRATEGIES............................................................... 11
7.0 CORE RECOMMENDATIONS ........................................................................................ 12
8.0 GROWTH FOCUS FOR CHARLOTTE............................................................................ 13

8.1 KEY GROWTH SECTORS ..................................................................................... 13
8.2 TOURISM ............................................................................................................... 14
8.2.1 Sector Overview .......................................................................................... 14
8.2.2 Strategy....................................................................................................... 14
8.3 AQUACULTURE..................................................................................................... 15
8.3.1 Sector Overview .......................................................................................... 15
8.3.2 Strategy....................................................................................................... 16
8.4 TRADITIONAL FISHERIES .................................................................................... 17
TE610854 Charlotte ICGS Final English.doc Page i

Final Report
June 2007
8.4.1 Sector Overview .......................................................................................... 17

8.4.2 Strategy....................................................................................................... 18
8.5 MANUFACTURING ................................................................................................ 18
8.5.1 Sector Overview .......................................................................................... 18
8.5.2 Strategy....................................................................................................... 19
8.6 RETAIL / SERVICES .............................................................................................. 20
8.6.1 Sector Overview .......................................................................................... 20
8.6.2 Strategy....................................................................................................... 20
9.0 SOCIAL, CULTURAL AND ENVIRONMENT SECTORS ................................................ 21

9.1 ENVIRONMENT ..................................................................................................... 21
9.1.1 Issues and concerns ................................................................................... 21
9.2 SOCIAL .................................................................................................................. 21
9.2.1 Issues and concerns ................................................................................... 21
9.3 CULTURE............................................................................................................... 22
9.3.1 Issues and Concerns................................................................................... 22
10.0 IMPLEMENTATION ........................................................................................................ 23
11.0 CONCLUSION ................................................................................................................ 24
LIST OF TABLES
Table 2.1 List of Community Meetings ................................................................................ 3

Table 3.1 Age Distribution of the Population (2001) ............................................................ 4
Table 3.2 Labour Force By Industry (Charlotte County vs. NB, 2001) ................................. 5
Table 3.3 Education By Highest Level of Schooling (2001) ................................................. 6
Table 8.1 Charlotte County Roofed Accommodations (Places* and Units as of
December 2006) ............................................................................................... 14
TE610854 Charlotte ICGS Final English.doc Page ii

Final Report
June 2007
1.0 INTRODUCTION
The Enterprise Network is the association of the 15 Community Economic Development
agencies (Enterprise Agencies) within New Brunswick. The Enterprise Agencies are the entry to
government for business development and the primary source of information on regional issues
and priorities for the business community.
In July of 2006 the Enterprise Network issued a request for proposals (RFP). The purpose of the
RFP was to select a consultant who would guide each of the agencies in conducting a
participative strategic planning process. This process would be driven from the bottom-up and
would review each agency’s existing strategic plan to validate the priorities, goals, objectives
and strategies to be established for a revised community economic development strategy. The
result would be two documents; an Integrated Community Growth Strategy and the updated
Strategic Plan of the local Enterprise Agency.
1.1 Background
This document presents the Integrated Community Growth Strategy designed to advance the
economic, social, environmental and cultural sustainability objectives of the community within
the boundaries of Enterprise Charlotte (Charlotte County). The Integrated Community Growth
Strategy is an integrated plan that will provide all three levels of government a more complete
picture of how the Charlotte region is developing while highlighting opportunities for growth and
investment.
The Integrated Community Growth Strategy presents a high level view of relevant issues and
desired projects in four principal areas: economic, social, cultural and environmental. The
Integrated Community Growth Strategy is the result of a broad-based community consultation
process which reflects the views of the stakeholders and the current socio-economic context of
the region. The Integrated Community Growth Strategy, prepared in response to a Federal-
Provincial agreement, is funded by the New Brunswick Department of Local Government,
Business New Brunswick and ACOA.
The Integrated Community Growth Strategy also influenced a revision of the priorities, goals
and objectives of Enterprise Charlotte’s economic development strategy for the region. This
planning and consultation process has resulted in the production of two documents:
• the Integrated Community Growth Strategy for the region (this document) which was
facilitated by Enterprise Charlotte, but it is to be “owned” by the community; and
• an updated Strategic Plan developed and owned by the Enterprise Charlotte Board
of Directors.
The objective is not to expand Enterprise Charlotte’s mandate, but to provide the agency and
the community with a tool to better communicate to governments and stakeholders a more
integrated approach to economic development.
TE610854 Charlotte ICGS Final English.doc Page 1

Final Report
June 2007
1.2 Integrated Community Growth Strategy

Strategic planning for community growth is about making a conscious and deliberate effort to
take charge of and give direction to the destiny of the community. Strategy is about making
choices. The Integrated Community Growth Strategy is a living, flexible management program
which addresses economic variability in the long-term with consideration to a commitment to
environmental quality and carrying capacity, and the social and cultural fabric of the region. The
Integrated Community Growth Strategy reflects a commitment to building a sustainable region
based on the achievement of a positive balance of economic, environmental, cultural and social
benefits and to continuous improvement and regular public reporting on the region’s
performance. Charlotte County, as a region, must adhere to policies and procedures consistent
with financially, environmentally and socially sound principles, ensure meaningful stakeholder
engagement, seek to enhance values through continuous improvement and increasing
responsibility, into the long term. Providing long term value and attaining community
sustainability means developing strong relations, managing a healthy environment, and
achieving economic growth.
The Four Pillars of Community Sustainability
Sustainable Community Development
Economic Social Cultural Environmental
The Four Pillars in Balance – A Strong Foundation

Final Report
June 2007
2.0 METHODOLOGY
The methodology employed to develop the community growth strategy was one of stakeholder
involvement and consultation in addition to literature search and documentation review. A total
of three community meetings and some 20 personal interviews with key stakeholders including
elected officials, municipal representatives, LSD representatives and sector experts were
conducted between October and December 2006. The dates, places and numbers in
attendance at the community meetings are listed below:
Table 2.1 List of Community Meetings

Number of
Date Place Participants
October 30, 2006 Grand Manan 15
November 2, 2006 Blacks Harbour 15
November 7, 2006 St. Stephen 19

Final Report
June 2007
3.0 PROFILE OF THE REGION

This section presents a brief summary of the statistical highlights for the region for:
• Population and Demographics

• Labour Force Characteristics
• Educational Attainment
• Earnings
3.1 Limitations
A statistical analysis of trends is hampered by the fact that 2006 census data will not be
available until late 2007 / early 2008. Some limited population and housing data at the
provincial level may become available in March 2007. A comparison of 1996 and 2001 census
data is not considered to be very useful or indicative of current trends.
3.2 Population and Demographics
The population of the Charlotte in 2006 was 26,898, a decrease of approximately 1.7% from
2001 (New Brunswick increased by 0.1% during this period). There were no 2006 data specific
to age categories for this region. (Source: Statistics Canada, Demography Division). Charlotte
County is one of the smallest counties by area, and one of the least populated counties in New
Brunswick with a population density of 8 persons per square kilometer versus the provincial
average of 10.2. Charlotte County contains 4.8% of the Provincial land area and approximately
3.8% of the population (2001 census). The table below compares the age distribution in
Charlotte County to that of the Province (Source: Statistics Canada).
Table 3.1 Age Distribution of the Population (2001)

Age Characteristic of Charlotte County New Brunswick
the Population Total % of Total Total % of Total
Total – All Ages 27,365 100.0 729,495 100.0
Age 0 - 14 5,075 18.5 130,100 17.8
Age 15 - 19 1,850 6.8 50,670 6.9
Age 20 - 24 1,600 5.8 46,765 6.4
Age 25 - 44 7,855 28.7 216,975 29.7
Age 45 - 54 3,950 14.4 113,155 15.5
Age 55 - 64 2,755 10.0 7,910 10.0
Age 65 plus 4,285 15.7 98,935 13.6
Some of the major demographic issues for the Charlotte region include:
• Aging of the population due to declining birth rates, higher life expectancy and youth
exodus.
• Out-migration (all age groups).
• Exodus of youth to larger centres in NB seeking employment or higher education,
and to rest of Canada (Ontario, Alberta) seeking employment.

Final Report
June 2007
3.3 Labour Force Characteristics

In 2001, the Charlotte labour force was 13,490. The only post 2001 labour force data available
is at the level of an “economic region”. Charlotte is part of the Saint John – St. Stephen
Economic Region (ER 1330). For this region, the age 15+ population was 141,400 in 2006, and
the active labour force population was 90,000. 2001 data for this economic region was not
available on the Statistics Canada website.
In 2001 Charlotte trailed the provincial averages in labour force activity:

• Participation rate 62.6% (63.1% for NB)
• Employment rate 51.9% (55.2% for NB)
• Unemployment rate 17.1% (12.5% for NB)
In 2001, the largest labour force base for Charlotte County is in the manufacturing and
construction industry at 27.6% whereas provincially it is only 19%. The second largest base is
agriculture and other resource based industries at 16%, whereas the provincial average is 7.5%.
Table 3.2 Labour Force By Industry (Charlotte County vs. NB, 2001)
Charlotte County New Brunswick
Industry Total Male Female Total Male Female
Total Labour Force 13,490 7,265 6,225 365,040 194,295 170,745
Agriculture and other resource
based industries 2,155 1,750 395 27,415 22,635 4,785
Manufacturing and construction
industries 3,720 2,480 1,235 69,185 53,825 15,360
Wholesale and retail trade 1,485 650 835 5,3625 27,505 26,115
Finance and real estate 335 60 275 14,800 5,540 9,260
Health and education 1,920 335 1,590 64,415 15,035 49,375
Business services 1,495 935 555 57,435 33,330 24,100
Other services 2,380 1,055 1,330 78,170 36,420 41,750
The largest labour force base for Charlotte County is in the manufacturing and construction
industry at 27.6% whereas provincially it is only 19%. The second largest base is agriculture
and other resource based industries at 16%, whereas the provincial average is 7.5%.
3.4 Educational Attainment
Common concerns expressed during the consultations were the education and skill levels of the
work force. The following table notes the education disparity between Charlotte County and the
Province for various age groups.

Final Report
June 2007
Table 3.3 Education By Highest Level of Schooling (2001)

Charlotte County New Brunswick
Highest Level Age Group Age Group
of Schooling 20 - 34 35 - 44 45 - 64 20 - 34 35 - 44 45 - 64
% of population in age group with
less than a high school graduation 23.7 26.7 34.9 17.0 26.0 37.2
certificate
% of population in age group with a
high school graduation certificate 36.1 28.3 20.8 34.4 27.5 20.1
and/or some postsecondary
trades certificate or diploma 14.8 16.5 16.7 11.1 13.8 14.3
college certificate or diploma 15.5 17.7 13.1 19.5 18.0 13.5
university certificate, diploma or 9.6 10.8 14.6 18.0 14.7 15.0
degree
The largest difference is in the 20 to 34 age group, where 23.7% have less than a high school
graduation certificate, compared to 17% provincially. Also, in this age group only 9.6% have a
university certificate, diploma or degree versus 18% for the Province. This is particularly notable
since this is the age group that is going to be in the work force the longest and will have the
greatest impact on the County’s prosperity.
3.5 Earnings
The average earnings (of all persons with earnings) for Charlotte County in 2000 were $23,908
which was moderately less than the provincial average of $24,971. For those who worked full
time, full year the average earnings in Charlotte County was $35,184, again, moderately less
than the provincial average of $36,094.
In Charlotte County, government transfers accounted for 19.2% of personal income versus the
provincial average of 17.3%. Also of note is that median family income for couple families was
$48,287 versus the provincial average of $49,973, however, for lone parent families the median
income was $26,206 in Charlotte versus only $23,260 provincially.

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June 2007
4.0 DIAGNOSTIC – STRENGTHS AND WEAKNESSES

This section provides a brief analysis of the strengths and weaknesses of the region for:
• People
• Location
• Natural Resources
• Financial / Capital
• Infrastructure: Institutional, Transportation / Distribution, Technology
4.1 People
Strengths
• small business – entrepreneurial spirit
• people are passionate about their Community
• volunteers with a “can do” attitude
• people with talent
Weaknesses
• out migration of workers
• work ethic - reliance on employment insurance
• poor literacy skills
• municipalities do not work together as much as they could
• people do not support local businesses enough
4.2 Location
Strengths
• lower cost land
• property available but there may be a lack of physical structures
• proximity to Saint John where many things are happening there now (refinery for
example)
• proximity to trade centers (New England States)
• proximity to US border (both a strength and a weakness)
Weaknesses
• our geography makes us a challenge
4.3 Natural Resources
Strengths
• natural resources (copper, gold, wind power, fish, forestry, etc.)
• natural environment – natural scenery
• exceptional marine eco-system (bird watching, whale watching, tourism, aqua-
culture)

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June 2007
• high tides, surrounded by water

• lobster fishery
• there is sufficient wood for a wood working business (but not for saw mill)
• rockweed is exported
• some diversified fish species are now viable
Weaknesses
• sustainability of the resources
4.4 Financial Capital
Strengths
• there is some money available at least for lower risk projects
Weaknesses
• banks are often reluctant to loan money to new ventures
• venture capital is often not available, or if it is, it comes at a high price
4.5 Infrastructure – Institutional and Civic
Strengths
• NBCC
• Huntsman Marine Science Centre
• St. Andrews Biological Station
Weaknesses
• there are no upgrading programs (GED) in Charlotte County
• institutions are not always aligned with regional needs
• not enough continuous learning in the area
4.6 Infrastructure – Transportation
Strengths
• Bayside Port
• number of industrial parks
• four lane highway
• much of the County has broadband service
Weaknesses
• isolation – transportation to and from the islands
• government regulations discourage proper signage (tourism, service)
• wharf system is in various states of repair
• cell phone service is not adequate
• lack of 3-phase power in some parts of the county

Final Report
June 2007
5.0 DIAGNOSTIC – OPPORTUNITIES AND THREATS

This section provides a brief overview of the opportunities and threats at four sectors:
• Political
• Economic
• Social
• Technical
5.1 Political
Opportunities
• the change in government at both the Federal and Provincial level may present
opportunities
• there may be an opportunity in facilitating business (goods) to cross the border
• may be an opportunity in security related businesses
Threats
• border security and the processing time to get across
• bureaucracy – rules and regulations between government departments causes delay
in making decisions
• lack of immigration
• government policies (as they relate to taxation for example)
• education and healthcare (constraint)
• trade barriers (even provincial trade barriers)
5.2 Economic
Opportunities
• energy mega-projects
• interest rates are still low
• inflation is low and stable
• global markets
• adding value to low grade lobster
• value added fish products
Threats
• value added fish products
• emerging economies (China, India etc.)
• out migration – loss of trades people
• global economy (both an opportunity and a threat)
• monopolies – lack of competition
• global labour rates
• high Canadian dollar

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June 2007
5.3 Social
Opportunities
• to make people more aware of our way of life – heritage, more of our history
• recycling can grow, but not all things are recyclable – so bring in other business with
it
Threats
• aging population – there is a worker shortage
• urban growth in larger centres (Saint John, Fredericton)
• reduced tax base due to decrease in population growth
5.4 Technical
Opportunities
• Internet
• computer / information technology related businesses
• trend to tele-work
• Fundy tidal power
• local built lobster traps
• manufacturing – automation may be an opportunity
• technology may now be available to further process raw products
Threats
• broad band is a REAL problem
• slow to pick up new technology that is available now

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June 2007
6.0 FUNDAMENTAL PROVINCIAL STRATEGIES

The following factors are fundamental to economic development in New Brunswick and should
be addressed at the provincial level (and Atlantic Canada level). The Enterprise Agencies do not
have the resources to directly address these pan-New Brunswick problems. These factors are:
• Demographics (including immigration) and Labour Force

• Education, Literacy, Numeracy and Trades Training
• Local Governance, Regional Planning and Regional Service Delivery
• Taxation, Fiscal Policy and Business Location Incentives
• Transportation Infrastructure (roads, airports, ports)
• Health Care
Many of these areas are currently being studied by various Task Forces and Commissions,
such as:
• The Self-Sufficiency Task Force

• Seeking Fiscal Balance
• Population Growth Secretariat
• Commission on Post Secondary Education

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June 2007
7.0 CORE RECOMMENDATIONS

These recommendations are cross-sectoral and apply to many facets of economic development
in the Charlotte region.
• In terms of the lack of adequate, affordable housing: establish an inter-departmental

working group whose mandate is to assess the magnitude of the problem and to
develop feasible recommendations to address it
• In regards to the challenges facing youth: continue to educate youth on substance
abuse, conduct research related to the reasons for dropping out of school and set up
programs to address them, and continue to improve recreation facilities.
• There is a change in the traditional family. This situation is certainly not unique to the
Region. However it is important to be educated on the effects these changes are
having on the education system, the health system, and on the social system
• In regards to the working poor: assess the magnitude of the problem related to the
lack of day cay spaces and establish a mechanism to address it, and research what
rural areas in other jurisdictions have done to improve the transportation to work
issue.
• The needs and requirements of immigrants in the Region should be assessed and a
plan to address them should be developed. Again, this issue is not unique to the
Enterprise Charlotte Region so review of what other rural areas have done should be
a part of the process.
• Ensure protection of the potable water supply.
• Continue (perhaps beef up) the enforcement of the laws related to disposing of
garbage in places other than through the waste management system in place.
• Educate everyone on just how special the environment is.
• Invest in upgrading of skills and abilities.
• Attract workers back to the Region.
• Consider ways to improve access to capital.
• Continue to upgrade infrastructure.
• Focus on tourism, aquaculture and manufacturing for growth opportunities.
• Ensure traditional fisheries are maintained and consider ways to add value to all
products.
• Support all sectors through business retention and expansion efforts as well as
human resource planning initiatives.

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June 2007
8.0 GROWTH FOCUS FOR CHARLOTTE

The key growth sectors for the region should be selected on the basis of the factors of
production that can be influenced at the regional level: people, infrastructure, access to capital,
land/location, and natural resources. Competitive factors which are not controllable by the
region include: currency exchange rates, labour rates, energy costs, financing costs,
transportation costs and offshore competitive forces. Unless there are mitigating and compelling
reasons to do otherwise, Enterprise Charlotte should not focus its efforts on the sectors which
are highly vulnerable to factors where emerging economies enjoy significant competitive
advantage. Enterprise Charlotte should focus attention on sectors where there is critical mass -
already existing or strongly promising.
The prosperity of a region depends on the productivity with which it uses its human, capital and
natural resources. This is manifested in the way in which its firms compete. Productivity is a
function of macro-environmental factors, the quality of the micro-economic business
environment, and the sophistication of company operations and strategy. Together these
determine the capacity for a region to produce internationally competitive firms and support
rising prosperity.
Macro-environmental factors consist of political, economic, social and technical elements that
can present enterprises with both opportunities and threats, but over which even the largest of
business have little, if any, influence. A stable macro-economic environment featuring low
inflation, low and stable interest rates and taxation policy favourable to savings and investment
create an environment in which competitiveness is possible.
However, prosperity is actually created by the micro-economic foundations of competitiveness:

the workers, firms, markets and associated institutions in which competition actually takes
place. This is also where Enterprise Charlotte (and supporting organizations) is best able to
support the conditions for enterprise development.
8.1 Key Growth Sectors
The suggested key growth sectors for the Charlotte region are:
• Tourism
• Aquaculture
• Traditional Fishery
• Manufacturing
• Retail and Service
The next sections present the competitive advantages and disadvantages (in comparison to
other jurisdictions outside New Brunswick) of each sector, as well as the overall strategy,
actions and priorities to foster development of the sector in the future.

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June 2007
8.2 Tourism
8.2.1 Sector Overview

Tourism was generally felt to be a sector with significant growth potential even though the geo-
political environment of the last several years has decreased travel overall which has been
acerbated by the increase in the Canadian dollar relative to its US counterpart.
However, Charlotte County has numerous demand generators. It has an exceptional marine
eco-system (bird watching, whale watching etc.) as well as two of the province’s Class A
attractions (Roosevelt Campobello International Park and Kingsbrae Garden) and three of its
Class B attractions (Herring Cove Provincial Park, New River Beach and The Chocolate
Museum). It also boasts a wide variety of historic and cultural sites and attractions in addition to
many day adventure activities that specifically cater to the “new” tourist who is looking for
exceptional experiences coupled with physical activities.
In addition to demand generators Charlotte County appears to have sufficient accommodations

to satisfy the varied needs of travellers. The following table identifies the number of roofed
accommodations (places and units) available, as well as places by combined star grade
categories. In addition, Charlotte County also has 11 campsites with a total of 841 units (tent
and RV sites).
Table 8.1 Charlotte County Roofed Accommodations (Places* and Units as of

December 2006)
# of Places by Star Grade Categories
Type Places Units 1.5 - 2 2.5 - 3 3.5 - 4 4.5 - 5
Hotels/Motels 19 628 8 8 2 1
B & Bs 27 94 1 15 11 0
Inns 13 128 1 4 7 1
Cottages 47 135 6 36 5 0
Outfitters 7 27 2 3 2 0
Total 113 1012 18 66 27 2
* In keeping with industry terminology the term “places” is used when referring to establishments or
locations and “units” when referring to the number of rooms or cottages. Data is from New
Brunswick Department of Tourism and Parks.
A major weakness in the current tourism sector in Charlotte County is the high variability of
service quality among the various tourism operations. Also, many operators appear to believe
that their greatest competition is from each other, rather than from outside the County (Nova
Scotia, for example).
8.2.2 Strategy
The overall tourism goal is very straight forward - encourage more tourists to come, stay longer,
and then return. The overall sector objectives should be to generate new visitations (by effective
promotion of the region’s attributes), extend the length of stay (by providing exceptional quality

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June 2007
of product and service), expand the shoulder season (through innovative new products and
services) and have tourists return (by providing an exceptional experience).
According to the Consumer Profile 2005 conducted by the Provincial Department of Tourism
and Parks, visitors to the Fundy Coastal Drive are “upscale, highly educated and somewhat
older visitors on long trips … above average ratios are from the US, they are visiting for the first
time and their travels will include visiting all of the Maritime Provinces. Although their trips are
long they are flexible. Nature and attractions are their leading interests. “High quality and good
service is essential” (Consumer Profile 2005, NB Department of Tourism and Parks).
The following are suggested strategies that the County should consider:
• Develop a “brand” for the region

• Update and improve the Charlotte County Tourism Association web site
• Develop a “Charlotte County as a destination” promotional campaign (annually)
• Work with government to get Charlotte County on the tourism map
• Intercept the traveler
• Encourage more tourism operators (from all sub-sectors) to work together to promote
the County as a whole, both during the “regular season” and in developing products
to extend the shoulder season
• Upgrade roofed accommodation facilities as finances allow.
• Upgrade campground sites to meet the requirements of RVs (electricity, pumping
stations, size of sites etc.)
• Encourage each and every tourism operator to undertake a relentless pursuit of
quality in both their product and their service. This will require skills training for staff
and human resource training for managers and owners.
• Educate everyone on what there is to see and do in Charlotte County.
8.3 Aquaculture

There are several aquaculture species being farmed in the Bay of Fundy. In 2004, there were
96 cage sites for salmon, 5 for halibut, 3 for haddock and 6 for cod (Sectors in Review 2004,
DAFA). However farmed Atlantic salmon is by far the largest aquaculture product in Charlotte
County and has helped transform its economy over the last 20 years. The County’s participation
rate, its employment rate and the number of individuals who work full time year round have all
increased during this period.
The spin-off industries are feed production, cage and net manufacturing, boat building,
equipment sales and repairs, fish processing, transportation and construction, and research and
consulting. The spin-off industries provide some 2,900 indirect jobs in addition to the
approximate 1,600 direct jobs in the industry itself (Sectors in Review 2004, DAFA).

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June 2007
The major strength of the industry in Charlotte County is its proximity to the lucrative US market
for “very fresh” salmon. From a health perspective, salmon is a natural source of protein,
vitamins and minerals. It is also a concentrated source of Omega-3 fatty acids which, research
has shown, reduces the risk of heart attacks and strokes, relative to other seafood products.
During the last several years the industry has been facing significant pressure on several fronts.
It is facing significant challenge in the marketplace from lower cost foreign competition; negative
publicity related to Infectious Salmon Anemia (ISA) and Polychlorinated Biphenyls (PCBs); the
rise in the Canadian dollar; and production related constraints. The cumulative impact of these
factors has caused substantial erosion of equity in the industry and resulted in a major
consolidation of the players with one dominant and very few others remaining in the county.
However, more recently there appears to be a significant turnaround of the industry. Although
there had been an increase in total volume between 2000 and 2004, the actual farm gate value
had declined. However, in 2005 the total farm gate value increased significantly even though the
volume from the previous year remained the same. This is reflected in the substantial increase
in the average value of a ton of salmon.
Salmon Production in New Brunswick* (2000 – 2005)

Year Volume Farm Gate Value Value / MT
(MT) $ (‘000) $ (‘000)
2000 29,100 181,500 6.2
2001 33,900 180,010 5.3
2002 38,900 194,500 5.0
2003 33,100 179,000 5.4
2004 35,000 175,000 5.0
2005 35,000 225,000 6.4
* Source: Sectors in Review 2002-2004, Department of Agriculture,
Fisheries and Aquaculture, and Aquaculture 2005, Department of
Agriculture and Aquaculture.
8.3.2 Strategy
The aquaculture industry has come under significant strain from various sources over the last
few years but has weathered the storm and has emerged in a strong position. Public opinion,
environmental issues, fish health and the value of the Canadian dollar are ongoing issues that
the industry must continue to address. In addition there are certain structural changes that need
to be considered, such as moving from a production driven system to more of a market driven
system. The industry will need to work with all stakeholders, not only during the transition
period, but into the future to ensure sustainability of the industry. The New Brunswick Salmon
Growers Association is in a unique position to facilitate this process.

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June 2007
In addition to addressing the issues noted above, growth for the industry will require a three part
strategy:
• Increase sales of whole salmon;
• add value to the raw product; and
• continue to develop new aquaculture products
More than 75% of New Brunswick’s farmed salmon is exported to the United States. The major
competition within this market is from Chilean salmon. Chilean producers are well financed, their
farming costs are lower and they have less exchange rate risk than Canadian producers (New
Brunswick Salmon Growers Association web site, www.nbsga.com). A further complicating
factor is that price is the most important criteria for purchase decisions and consumers generally
do not differentiate between salmon grown in Atlantic Canada with that grown elsewhere.
Since we are not the low cost producer, our salmon must be “branded” as being higher quality if
it is to receive a premium price. This is where Charlotte County producers have an advantage
given that their product can be in (US) stores 2-4 days after harvest, whereas for Chilean
salmon it is a minimum of 6-7 days (Atlantic Canada Salmon Farming Sustainability Plan,
NBSGA). This provides a significant advantage due to the extended shelf life for consumers.
However, as noted, price is a major factor so extensive promotion and marketing efforts will be
required in order to reap the benefit. It is also suggested that, rather than rely on a “Charlotte
County” brand that consideration be given to an “Atlantic Canada” brand or even to a “Canada”
brand.
To ensure maximum benefit from any resource it is important to add as much value to the raw
product as possible. Although the industry initially marketed most of its product as whole fish, it
now processes 40% of salmon into fillets, portions and other consumer products. This has led to
a significant increase in the number of processing jobs. The sector must continue to seek new
and innovative ways to add value. For example, the industry has significant expertise in growing
quality eggs and smolts. There may be an opportunity to increase exports of eggs and smolts.
While salmon culture has had the greatest success, there has been significant research and
development into various other species such as Atlantic cod, haddock, Atlantic halibut and short
nose sturgeon (Task Force on Fostering a Sustainable Salmon Farming Industry for Atlantic
Canada, 2005). The future of the industry will be well served by continuing research and
development as well as the eventual commercialization of new aquaculture species.
8.4 Traditional Fisheries

The traditional (commercial) fishery includes ground fish (cod, haddock, halibut etc.), pelagic &
other finfish (herring, mackerel, alewife etc.) and shellfish (lobster, scallop, clams etc.) plus a
“miscellaneous” category. The commercial fishery for New Brunswick is sub-divided into Scotia-
Fundy and Gulf, making it very difficult to determine the impact on Charlotte County.

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June 2007
However, informed opinion suggests that overall, the traditional fishery is holding its own and
will continue to be an important sector in the county, but it is not in a growth mode. The
backbone of the industry is lobster and herring. The total allowable catch (TAC) for herring has
been reduced from some 83,000 tons in the early 2000s to about 50,000 tons currently (source:
interview with DAFA official) which is divided up through a quota system among a fairly small
group of companies.
The lobster fishery is also sub-divided into Lobster Fishing Areas (LFAs). There is no catch limit
for any given LFA (i.e. it is not a quota fishery) but there is a limit on the number of traps
permitted as well as other regulatory measures such as trap size, lobster size, no landing of
egg-bearing females, restricted gear type, fishing seasons determined by district and through
limited entry (licensing of fishers). Also, since vessels in some areas are allowed to fish in other
areas statistics related to quotas and landings could be very misleading if one does not have a
solid understanding on how the system works.
The commercial fishery also includes several relatively new species such as sea urchins, dog
fish, sea cucumber, rockweed, rock crab, marine worms, eels etc. Rockweed has been
particularly successful with about 11,000 tones being landed last year (2005).
The strengths of the fishery lay in the increasing markets for fresh seafood, partly due to the
aging population and the nutritional health benefits of seafood. The main constraints are the
limits to the TACs due to ensuring a sustainable resource. Maintaining sufficient labour has also
been identified as a constraint to growth, especially in the value added sector of the fishery.
The main opportunities for the fishery are in under utilized fish species (eel, giant welk, dog fish,
marine worms etc.) and in possible new value added products (smoked products, brine
products, unique presentation of products etc.).
8.4.2 Strategy
The traditional fishery is comprised of several fairly large companies and many smaller
operators. The sector strategy needs to consider their different needs. It is suggested that the
strategy support the larger players in obtaining, training and maintaining human resources. All
players would require support for research and development, and commercialization of
innovative new value added products. Certainly support for research and development for
commercializing under utilized species will be necessary in order to further diversify the
industry.
8.5 Manufacturing

Charlotte County has a significant manufacturing sector comprised of some 40 major employers
employing about 3,000 workers (Source: Enterprise Charlotte' s 2003-2005 strategic plan). The
manufacturing and construction industry in Charlotte County employs 27.6% of the work force
compared to the provincial average of only 19%. Jobs in manufacturing tend to pay more and

Final Report
June 2007
provide year round employment. In addition, manufacturing is considered to be a “basic

industry” in that businesses within it usually serve markets outside the region (exporting) and
therefore bring “new money” into the local economy.
Charlotte County’s main strengths in this area are its location to major US markets and an
abundance of natural resources. The region has an ample supply of wood (many small woodlot
owners) for making secondary wood products and is a large grower of wild blueberries which
are now well known for their health effects. There is also a great tradition of boat building in the
area. The local transportation system (land, sea and air) is also a significant strength.
Weaknesses are mostly related to the skills and availability of the workforce and the availability
of capital.
Although the rise of the Canadian dollar and the difficulty of transporting goods across the
border (especially for smaller companies that do not have sufficient staff to prepare the proper
paperwork) present challenges to the sector, there are opportunities as well. Interest rates are
low and stable, providing businesses with an ideal time to upgrade plant and equipment and
invest in research and development. The globalization of markets presents many opportunities
for entrepreneurs with new and innovative products and process. There will be fewer
opportunities for those who wish to simply copy what is already available.
The following are some of the opportunities put forward during the consultation process:
• boat haul – Inglis Head (expand to service sail boats?)
• a better way to fish (i.e. a better hauler mechanism, better lobster trap etc.)
• products that add value to blueberries
• biotech industries that utilize services or ingredients from existing industries
• IT industry
8.5.2 Strategy
In order to compete in the global economy manufacturers are going to have to continually
improve their products and processes. Globally, this will be driven by advanced processing
technologies and will involve the manufacture and/or use of new materials. This will result in
goods manufactured at higher productivity levels that also meet stringent international quality
standards.
The overall suggested strategy for the manufacturing sector in Charlotte County is that
companies, particularly those involved in exporting, obtain International Standards Organization
(ISO) or other internationally recognized certification. They should also commit to expansion,
product development, new trading relationships and to continually re-investing in their people,
plant and equipment.
In addition, manufacturers should consider the merits of joining industry groups or associations
that provide opportunities to form partnerships.

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June 2007
Business New Brunswick has identified and developed strategies for clusters within the
Province that promise the greatest opportunity for economic diversification and development.
Manufacturers in Charlotte County should ensure that they take full advantage of this process
by determining if they fall within the scope of the four primary clusters which have been
identified: Knowledge Industry; Life Sciences; Advanced Manufacturing; and Value added
Resources.
There are various definitions of what constitutes a cluster, but essentially it is defined as a group
of inter-related industries that drives wealth creation in a region, primarily through export of
goods and services. A cluster consists of a concentration of companies and industries that are
interconnected by markets they serve and the products they produce as well as by the
suppliers, trade associations, and educational institutions with which they interact.
8.6 Retail / Services

The retail / service sector is characterized by a preponderance of small businesses as well as
some fairly large retail outlets (provincial and national chains) and several international fast food
outlets. Wages are generally low, turnover is high and employment tends to be part time and
often seasonal. Due to the wages and general working conditions, this sector tends to attract
workers with low education and low skills.
The retail / service sector is considered to be a non-basic industry since businesses in this
sector primarily serve the local market and thereby serve to redistribute the money in the local
economy and reduce “leakage” to other markets. It does not, however, bring in “new money” to
the region. It is for this reason that the service sector (excepting tourism operations) has
generally not received much attention or support from neither economic development nor
government agencies. However, since the workers in this sector are often a key contact point
with tourists (convenience stores, general merchandise stores, gas stations etc.) the sector
does deserve some attention, particularly related to training front line staff.
During the consultation process it was evident that people believe that there is a need, or at
least a desire, for eating establishments to remain open past 9:00 pm. It was noted that there is
a gap in what is available and what people want, so they shop elsewhere, thus not supporting
local businesses as much as they could.
There were a few opportunities identified such as a business that sells locally made fish
products (sardines, other canned fish, etc.) and other locally produced products.
8.6.2 Strategy
Due to the nature of the retail / service sector is suggested that there is little to focus on
strategically. However, there is a requirement to provide training / education of front line staff
related to providing quality service. Educating front line staff on what there is to see and do in
Charlotte County would also serve the community well.

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June 2007
9.0 SOCIAL, CULTURAL AND ENVIRONMENT SECTORS
9.1 Environment
9.1.1 Issues and concerns

• Quantity and quality of potable water
• Waste water management and treatment: many rural septic systems. This needs to
be considered from the whole County perspective.
• Solid waste management: garbage on the roadside and illegal dumping continues
• Some felt that we need to set a high bar – in law and in application – and want to
make sure government understands this.
• There is some problem with businesses competing with each other for the same
resources (environmental). There needs to be a good balance of interests.
• The state of the shoreline has gotten better but there is still too much garbage on it.
The harbour in Blacks is dirty which is poor for the environment and also bad for
tourism.
• The local environmental is impacted by environmental issues from the states such as
the threat of liquefied natural gas (LNG) proposal. This is seen as a significant
concern and some people are waiting (before starting a business for example) and
not making the investment.
• People need to be educated more so they have a better understanding on how
special the marine environment is.
9.2 Social
9.2.1 Issues and concerns

• There is a lack of adequate, affordable housing, particularly for those who work only
seasonally. There are many places available but there appears to be a mismatch
between the type of housing available and what is needed. It was also noted that
there is a shortage of housing for students in St. Andrews.
• There are challenges related to youth such as substance abuse, and in keeping
them in school. There is a lack of sufficient recreational facilities, at least in some
communities. Some thought that it would be useful to have something like a
mentorship program – something to engage them more. It was also suggested that
the junior achievement program is coming back, but that it takes money and
volunteers to help.
• Some people noted the lack of 24 hour service for hospitals, convenience stores,
restaurants etc.
• The change in the traditional family due to teen pregnancies, divorce rates and
couples waiting longer to have children were seen as issues of concern. These
increase the cost of social services and cause issues in the education system.

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June 2007
• The working poor. For people with low skills, there is often little incentive to work due
to the low wages that are available, the cost of transportation (no public transits
system) and the lack of day care facilities. It was pointed out that some people end
up quitting their job because of the lack of day care spaces.
9.3 Culture
There was not a great deal of discussions related to cultural issues. Many people considered
cultural to be a part of the social issues
9.3.1 Issues and Concerns
• Charlotte has a rich maritime culture, this should be promoted more.
• The County does not have the structure / associations etc. to meet the social needs
of immigrants so it is hard to attract and to convince them to stay.
• People voiced their opinion that the County’s pride and culture may get lost if we are
not careful.
• People noted that the Heritage Fair Program was a tremendous project.
• A web site would be useful for fairs, economic forums etc.

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June 2007
10.0 IMPLEMENTATION
As indicated in the introduction, the implementation of the Integrated Community Growth
Strategy will rest foremost with the proponents of each of the proposed initiatives. This means
that the social, cultural and environmental projects will be implemented by the lead organization
as identified in the document. However, Enterprise Charlotte will undertake to direct this report
and recommendations to the appropriate authorities to ensure they are aware of the region’s
needs and expectations, as identified through this process, in each of the targeted areas.
Economic related functions, which fall within the mandate of Enterprise Charlotte, will be
implemented in accordance with the Board of Directors Strategic Plan.
The measurement of performance for economic related functions will be guided by the
measurement framework provided in the Board of Directors Strategic Plan. It is suggested that
the measurement of the achievement for social, cultural and environmental projects be
monitored by a newly formed regional committee, charged with that accountability

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June 2007
11.0 CONCLUSION
The Community Growth Strategy for the Enterprise Charlotte has been developed through an
extensive consultative and participatory process. It reflects the thoughts and feeling of many
people. Participants took time away from work and family to voice their opinions on what
Charlotte County needs to do in the next several years to grow economically, socially, culturally
and environmentally.
Enterprise Charlotte has facilitated this process and, within their mandate, is committed to
following the economic path laid out in the plan. It is also committed to work closely with its
partners from both the federal and provincial governments as well as with all community minded
organizations to help ensure that all four pillars of the growth strategy work together as a system
and thereby ensure sustainable community development.

Exhibit 14
ENTERPRISE CHARLOTTE
STRATEGIC PLAN
2007-2010
April, 2007
Strategic Plan - 2007-2010
April, 2007
TABLE OF CONTENTS
PAGE
1.1 OUR VISION................................................................................................................... 1
1.2 OUR MISSION................................................................................................................ 1
1.3 OUR VALUES................................................................................................................. 1
1.4 LOGIC MODEL............................................................................................................... 1
1.5 GOALS AND STRATEGIES........................................................................................... 3
1.5.1 Goal #1................................................................................................................3
1.5.2 Goal #2................................................................................................................3
1.5.3 Goal #3................................................................................................................3
1.5.4 Goal #4................................................................................................................4
1.5.5 Goal #5................................................................................................................4
1.6 MEASURING OUR PERFORMANCE ........................................................................... 4
2.0 ANNUAL WORK PLAN.......................................................................................................... 5
3.0 STRATEGIC PLAN REVISIONS.............................................................................................5
4.0 MEASUREMENT FRAMEWORK .......................................................................................... 6
i
April, 2007
THE STRATEGY
1.1 Our Vision
Charlotte County is widely known as an outstanding community due to its diversity of business,
cultural heritage and dedicated people.
Enterprise Charlotte is recognized as a leader by providing the platform for community

collaboration to support future infrastructure, create opportunities and discover our untapped
potential throughout the county.
1.2 Our Mission
Provide leadership to ensure Charlotte County is a prosperous and outstanding place to live and
work, by facilitating sustainable economic growth that respects our unique environment.
1.3 Our Values
Commitment
Partnerships
Open communication
Confidentiality
Integrity
Innovative thinking
Professionalism
1.4 Logic Model

Our logic model visually describes what we as an organization do and what we hope to achieve.
It identifies the activities we undertake, the sequence of outputs and outcomes that are
expected to flow from these activities, and provides the basis for the measurement of our
performance.
1
April, 2007
Logic Model
Resources Activities Outputs Short-Term Intermediate Long-Term

Outcomes Outcomes Outcomes
Offer Meetings with existing Potential Entrepreneurs Increased new

business businesses and with receive information business
counselling potential entrepreneurs and/or guidance
Facilitate Courses, seminars Businesses & workers Increased retention,

educational etc. are better prepared expansion and results
and training of existing businesses
initiatives
Partnerships formed Stakeholders are working Increased effective use

Create together of resources and
strategic
Human, $, increased synergy Sustainable
partnerships
physical & Community
information More people are aware Increased investment Economic
Promote Promotional and of the region’s positive in infrastructure and Development
and market marketing initiatives attributes strategic sectors
the region
Increased awareness of Data utilized and/or

Initiate New needs, trends and opportunities and/or gaps bridged
research opportunities identified resource gaps
Undertake Special projects Increased flexibility to Increased success of

specific undertaken respond to specific strategic planning
projects situations efforts
2
April, 2007
1.5 Goals and Strategies

Our fundamental purpose is to provide business support services to encourage business
development in Charlotte County. To accomplish this purpose we have established the following
five main goals:
1.5.1 Goal #1
To increase business development as a result of current and potential businesses being

aware of, and taking advantage of programs and services available for starting,
maintaining and developing a business in the region.
Strategy
We will work with all businesses in the region who wish to take advantage of our service.
However we will focus our marketing efforts towards those sectors that have been identified
through the Community Growth Strategy as being key economic sectors for the region, namely,
Tourism, Aquaculture, Traditional Fishery and Manufacturing (including food processing)
sectors.
1.5.2 Goal #2
To ensure all stakeholders are working as a team to support economic development in

the region.
Strategy
We will seek out and form partnerships with all stakeholders who have an invested interest in
our region and are committed to helping us carry out our mission.
1.5.3 Goal #3
To increase investment in the region.
Strategy
We will take every opportunity to promote and market the many positive attributes of the region.
This will include maintaining our web site as well as taking advantage of opportunities to speak
to businesses people, government officials and potential investors.
3
April, 2007
1.5.4 Goal #4
To ensure businesses and government have the information they require in order to
make informed decisions.
Strategy
We will identify information gaps by consulting with our partners and initiate research in areas
that could provide opportunities for business to develop their people, their products or their
services. This may include research related to business needs, new trends or opportunities.
1.5.5 Goal #5
To have the flexibility to respond to special situations by undertaking specific projects,

even though these were not necessarily a part of our current work plan.
Strategy
We will always remain open to new ways of doing things and give full consideration to
undertaking special initiatives that will address identified special needs in the region.
1.6 Measuring Our Performance

We believe it important to hold ourselves accountable for achieving the goals we have
established in our strategic plan. Thus, our performance measurement system considers three
areas: economy; efficiency; and effectiveness.
Much of the information we collect concerning economy and efficiency is generally internal
information we use to monitor our financial performance (staying within budget) and to improve
our internal processes (doing more with less).
The measurement framework presented in Section 4.0 addresses effectiveness and answers
the question: “are we achieving our goals?”. This framework speaks to the goals we have
established, and follows the logic model because it is based upon the outcomes we are trying to
achieve for our stakeholders.
We will further develop the indicators into a balanced set of measures, including targets. Each
year we will report on these as evidence of our progress towards fulfilling our mission and
achieving our goals.
4
April, 2007
2.0 ANNUAL WORK PLAN

Enterprise Charlotte will prepare an annual Work Plan, which will be structured similarly to the
Strategic Plan. The work plan provides a greater level of planning, operational and financial
detail, including those specific performance targets for the year, upon which most of the
monitoring and review is based.
3.0 STRATEGIC PLAN REVISIONS

We will review this Strategic Plan on an annual basis. It is anticipated that the Strategic Plan will
be completely updated at least every five years.
5
April 2007
4.0 MEASUREMENT FRAMEWORK

Goals Activities Outcomes Measuring our Performance
(Indicators)
Short Term Intermediate
To increase business Offer business Potential entrepreneurs Increased new business - # of counselling sessions held
development as a result of counselling receive information - # of people in attendance at sessions
current and potential and/or guidance - # of new business start-ups
businesses being aware of,
and taking advantage of
Facilitate educational Businesses & workers Increased retention, - # of business expansions
programs and services
and training initiatives are better prepared expansion and results of - # of company visits
available for starting,
maintaining and developing a existing businesses
business in the region.
To ensure all stakeholders Create strategic Stakeholders are Increased effective use of - # of partnerships
are working as a team to partnerships working together resources and increased - # of meetings with partners
support economic synergy - # of joint activities
development in the region. - partner’s perception of reduced duplication
To increase investment in the Promote and market More people are aware Increase investment in - # of inquiries from potential investors
region the region of the region’s positive infrastructure and strategic - # of web hits
attributes sectors - # of new businesses
- amount of new public sector investment
- amount of new private sector investment
To ensure businesses and Initiate research Increased awareness of Data utilized and/or gaps - # of opportunities identified
government have the opportunities and/or bridged - # of gaps identified
information they require in resource gaps - # of organizations using the data
order to make informed - # of gaps or issues addressed / reduced
decisions.
To have the flexibility to Undertake specific Increased flexibility to Increased success of - # of special projects undertaken
respond to special situations projects respond to special strategic planning efforts - # of requests for special projects that were
by undertaking specific situations not able to be undertaken
projects, even though these
were not necessarily a part of
our current work plan.
6
Exhibit 15
Statistics Canada - 2006 Community Profiles
Charlotte County, New Brunswick, Canada
Charlotte (County) (CD) New Brunswick (Province)

Population and dwelling counts Total Male Female Total Male Female
Population in 2006 1 26,898 729,997
Population in 2001 1 27,366 729,498
2001 to 2006 population change (%) -1.7 0.1
Total private dwellings 2 13,392 331,619
Private dwellings occupied by usual residents 3 11,161 295,871
Population density per square kilometre 7.9 10.2
Land area (square km) 3,423.52 71,355.12
Charlotte (County) (CD) New Brunswick

Age characteristics Total Male Female Total Male Female
Total population 4 26,895 12,995 13,905 729,995 355,500 374,500
0 to 4 years 1,280 635 645 34,435 17,555 16,875
5 to 9 years 1,470 740 730 38,875 20,070 18,810
10 to 14 years 1,830 950 880 44,940 23,030 21,910
15 to 19 years 1,775 910 865 47,700 24,465 23,235
20 to 24 years 1,340 665 675 44,625 22,310 22,320
25 to 29 years 1,400 650 750 41,805 20,280 21,525
30 to 34 years 1,655 795 865 45,695 22,015 23,675
35 to 39 years 1,810 890 920 49,415 24,090 25,320
40 to 44 years 2,165 1,070 1,095 60,035 29,350 30,680
45 to 49 years 2,200 1,080 1,125 61,435 30,100 31,330
50 to 54 years 2,165 1,100 1,070 58,640 28,645 29,990
55 to 59 years 1,890 955 935 54,435 27,005 27,435
60 to 64 years 1,480 740 740 40,330 20,085 20,245
65 to 69 years 1,255 595 665 31,285 15,330 15,960
70 to 74 years 985 450 535 25,565 11,860 13,700
75 to 79 years 870 355 515 20,485 8,765 11,715
80 to 84 years 675 260 410 16,200 6,280 9,920
85 years and over 650 175 480 14,105 4,255 9,850
Median age of the population 5 42.2 41.3 43.0 41.5 40.7 42.3
% of the population aged 15 and over 83.0 82.1 83.7 83.8 82.9 84.6

Common-law status characteristics Total Male Female Total Male Female
Total population 15 years and over 6 22,320 10,675 11,645 611,745 294,845 316,900
Not in a common-law relationship 20,535 9,790 10,745 550,075 264,075 286,000
In a common-law relationship 1,790 890 900 61,670 30,770 30,900
2006 Community Profiles - Charlotte County, NB 1

Legal marital status characteristics Total Male Female Total Male Female
Never legally married (single) 8 5,905 3,150 2,755 197,350 104,150 93,200
Legally married (and not separated) 9 12,055 6,025 6,030 306,025 153,075 152,955
Separated, but still legally married 10 880 410 475 24,620 11,225 13,395
Divorced 11 1,660 785 875 41,150 18,530 22,620
Widowed 12 1,815 305 1,510 42,595 7,860 34,735
Charlotte (CD) New Brunswick

Occupied private dwelling characteristics Total Total
Total private dwellings occupied by usual residents 13 11,160 295,960
Single-detached houses - as a % of total occupied private dwellings 82.4 71.1
Semi-detached houses - as a % of total occupied private dwellings 2.3 3.1
Row houses - as a % of total occupied private dwellings 0.9 2.4
Apartments, duplex - as a % of total occupied private dwellings 14 1.4 4.4
Apartments in buildings with fewer than five storeys - as a % of total
5.9 12.9
occupied private dwellings 14
Apartments in buildings with five or more storeys - as a % of total
0.0 1.3
occupied private dwellings
Other dwellings - as a % of total occupied private dwellings 15 7.1 4.8
Number of owned dwellings 16 9,295 223,375
Number of rented dwellings 17 1,865 71,235
Number of dwellings constructed before 1986 7,970 211,225
Number of dwellings constructed between 1986 and 2006 18 3,190 84,730
Dwellings requiring major repair - as a % of total occupied private
12.9 9.7
dwellings
Average number of rooms per dwelling 19 6.7 6.7
Dwellings with more than one person per room - as a % of total
0.5 0.4
occupied private dwellings 19
Average value of owned dwelling ($) 20 128,680 119,549

Selected family characteristics Total Total
Total number of census families 21 8,115 217,790
Number of married-couple families 22 5,940 151,210
Number of common-law-couple families 23 930 31,000
Number of lone-parent families 1,245 35,585
Number of female lone-parent families 1,015 29,150
Number of male lone-parent families 235 6,435
Average number of persons in all census families 2.8 2.8
Average number of persons in married-couple families 22 2.9 2.9
Average number of persons in common-law-couple families 23 2.6 2.7
Average number of persons in lone-parent families 2.5 2.4
Average number of persons in female lone-parent families 2.6 2.5
Average number of persons in male lone-parent families 2.2 2.3
Median income in 2005 - All census families ($) 24 48,632 52,878
Median income in 2005 - Married-couple families ($) 22 57,141 60,726
Median income in 2005 - Common-law-couple families ($) 23 41,364 49,137

Selected family characteristics Total Total
Total number of census families 21 8,115 217,790
Median income in 2005 - Lone-parent families ($) 27,378 28,416
Median income in 2005 - Female lone-parent families ($) 24,562 26,810
Median income in 2005 - Male lone-parent families ($) 33,639 35,859
Median after-tax income in 2005 - All census families ($) 24 43,089 46,198
Median after-tax income in 2005 - Married-couple families ($) 22 48,638 52,000
Median after-tax income in 2005 - Common-law-couple families ($) 37,279 43,211
Median after-tax income in 2005 - Lone-parent families ($) 26,549 27,375
Median after-tax income in 2005 - Female lone-parent families ($) 24,479 26,152
Median after-tax income in 2005 - Male lone-parent families ($) 31,028 32,559

Selected household characteristics Total Total
Total private households 25 11,160 295,960
Households containing a couple (married or common-law) with
2,880 79,580
children 26
Households containing a couple (married or common-law) without
3,850 97,290
children 27
One-person households 2,910 71,940
Other household types 28 1,515 47,145
Average household size 2.4 2.4
Median income in 2005 - All private households ($) 29 40,897 45,194
Median income in 2005 - Couple households with children ($) 26 62,629 69,945
Median income in 2005 - Couple households without children ($) 27 48,986 52,132
Median income in 2005 - One-person households ($) 20,929 21,294
Median income in 2005 - Other household types ($) 28 31,484 36,130
Median after-tax income in 2005 - All private households ($) 29 36,625 39,984
Median after-tax income in 2005 - Couple households with children
54,167 59,630
($) 26
Median after-tax income in 2005 - Couple households without
43,248 45,524
children ($) 27
Median after-tax income in 2005 - One-person households ($) 19,201 19,580
Median after-tax income in 2005 - Other household types ($) 28 29,313 33,809
Median monthly payments for rented dwellings ($) 30 501 558
Median monthly payments for owner-occupied dwellings ($) 31 441 551

Mother tongue Total Male Female Total Male Female
English only 25,625 12,380 13,245 463,190 226,625 236,565
French only 570 270 300 232,980 113,110 119,865
English and French 25 10 20 4,450 2,060 2,385
Other language(s) 33 400 210 185 19,025 9,345 9,680

Knowledge of official languages Total Male Female Total Male Female
English only 24,290 11,980 12,310 405,045 201,550 203,495
French only 0 0 0 73,750 34,590 39,165
English and French 2,315 875 1,435 240,085 114,615 125,470
Neither English nor French 10 10 0 765 390 375

Language spoken most often at home Total Male Female Total Male Female
English 26,395 12,775 13,625 494,210 241,270 252,940
French 90 35 55 211,665 103,240 108,420
Non-official language 100 45 50 8,355 4,210 4,145
English and French 15 10 10 4,295 1,875 2,420
English and non-official language 15 0 10 965 455 510
French and non-official language 0 0 0 130 90 40
English, French and non-official language 0 0 0 30 10 20

Immigrant status and period of
immigration Total Male Female Total Male Female
Non-immigrants 37 24,615 11,945 12,675 690,695 337,645 353,050
Immigrants 38 1,855 855 1,000 26,400 12,190 14,205
Before 1991 1,305 590 715 18,070 8,320 9,750
1991 to 2000 270 125 140 4,030 1,825 2,205
2001 to 2006 39 285 145 140 4,295 2,045 2,250
Non-permanent residents 40 145 65 80 2,560 1,315 1,245

Citizenship Total Male Female Total Male Female
Canadian citizens 25,700 12,440 13,255 708,465 345,980 362,485
Canadian citizens under age 18 5,500 2,835 2,670 146,275 75,495 70,775
Canadian citizens age 18 and over 20,200 9,610 10,590 562,195 270,480 291,710
Not Canadian citizens 42 925 425 495 11,185 5,170 6,010

Generation status Total Male Female Total Male Female
1st generation 44 1,855 885 965 28,330 13,385 14,950
2nd generation 45 2,045 1,025 1,020 33,240 16,095 17,150
3rd generation or more 46 18,125 8,630 9,495 539,850 261,030 278,825

Mobility status - Place of residence 1
year ago Total Male Female Total Male Female
Total population 1 year and over 47 26,395 12,730 13,665 712,855 347,590 365,260
Lived at the same address 1 year ago 23,510 11,420 12,085 626,895 306,095 320,800
Lived within the same province or territory
1 year ago, but changed addresses within 1,640 730 910 47,960 23,110 24,850
the same census subdivision (municipality)
1 year ago, but changed addresses from
775 335 440 24,970 11,725 13,240
another census subdivision (municipality)
within the same province or territory
Lived in a different province or territory 1
350 180 165 10,680 5,515 5,165
year ago
Lived in a different country 1 year ago 120 60 60 2,350 1,145 1,205

Mobility status - Place of residence 5
years ago Total Male Female Total Male Female
Lived at the same address 5 years ago 18,100 8,920 9,180 462,160 226,775 235,385
5 years ago, but changed addresses within 3,995 1,865 2,130 116,530 55,655 60,870
the same census subdivision (municipality)
5 years ago, but changed addresses from
2,035 890 1,150 67,285 31,660 35,620
another census subdivision (municipality)
within the same province or territory
Lived in a different province or territory 5
935 445 490 31,570 15,795 15,775
years ago
Lived in a different country 5 years ago 270 120 145 7,600 3,690 3,915

Aboriginal population Total Male Female Total Male Female
Total Aboriginal and non-Aboriginal identity
26,620 12,865 13,755 719,650 351,150 368,500
population 49
Aboriginal identity population 50 425 205 220 17,655 8,645 9,005
Non-Aboriginal identity population 26,195 12,660 13,530 701,995 342,505 359,490

Educational attainment Total Male Female Total Male Female
No certificate, diploma or degree 6,520 3,325 3,195 176,660 89,390 87,265
High school certificate or equivalent 52 5,995 2,730 3,260 156,365 71,840 84,520
Apprenticeship or trades certificate or
2,605 1,660 950 65,075 42,060 23,010
diploma
College, CEGEP or other non-university
4,230 1,640 2,590 105,670 44,790 60,880
certificate or diploma 53
University certificate or diploma below the
580 205 375 19,555 6,930 12,620
bachelor level
University certificate, diploma or degree 2,095 980 1,110 78,110 35,485 42,625
Total population aged 15 to 24 54 3,105 1,500 1,600 91,990 47,150 44,835
No certificate, diploma or degree 1,390 775 615 38,615 21,050 17,565
High school certificate or equivalent 55 1,090 515 580 34,770 17,750 17,015
Apprenticeship or trades certificate or 130 55 75 3,340 1,895 1,440

Educational attainment Total Male Female Total Male Female
diploma
330 115 215 8,315 3,855 4,455
25 10 10 1,305 630 675
bachelor level
University certificate, diploma or degree 135 30 110 5,650 1,965 3,680
No certificate, diploma or degree 430 240 190 9,525 5,660 3,860
High school certificate or equivalent 58 1,020 615 405 23,760 12,620 11,140
310 165 145 7,980 4,800 3,175
diploma
810 280 535 24,005 10,520 13,485
55 15 35 2,775 1,040 1,735
bachelor level
University certificate, diploma or degree 420 155 265 18,825 7,115 11,710
No certificate, diploma or degree 2,630 1,410 1,225 76,130 40,305 35,825
High school certificate or equivalent61 3,110 1,375 1,735 81,355 35,705 45,650
1,700 1,140 570 42,570 27,790 14,780
diploma
2,565 1,055 1,510 62,800 26,545 36,255
345 115 230 11,645 4,205 7,440
bachelor level
University certificate, diploma or degree 1,280 650 625 46,845 22,580 24,270

Major field of study Total Male Female Total Male Female
No postsecondary certificate, diploma or
12,510 6,060 6,455 333,020 161,230 171,790
degree
Education 890 295 590 23,875 6,160 17,720
Visual and performing arts, and
120 35 80 4,750 2,265 2,490
communications technologies
Humanities 505 255 250 11,485 5,065 6,415
Social and behavioural sciences and law 420 155 265 16,905 5,570 11,340
Business, management and public
2,305 450 1,855 63,085 17,025 46,055
administration
Physical and life sciences and technologies 335 195 135 5,965 3,070 2,895
Mathematics, computer and information
250 80 170 10,695 6,155 4,535
sciences
Architecture, engineering, and related
2,310 2,205 110 63,765 60,740 3,025
technologies
Agriculture, natural resources and
350 250 95 6,725 5,300 1,420
conservation
Health, parks, recreation and fitness 1,165 155 1,015 38,730 5,750 32,980
Personal, protective and transportation
860 395 465 22,330 12,130 10,205
services
Other 64 0 10 0 85 30 50

Location of study Total Male Female Total Male Female
No postsecondary certificate, diploma or
12,515 6,060 6,455 333,020 161,230 171,790
degree
Postsecondary certificate, diploma or
9,510 4,480 5,030 268,400 129,270 139,135
degree
Inside Canada 8,685 4,075 4,610 256,865 123,225 133,635
Outside Canada 820 405 415 11,540 6,045 5,495

Labour force activity Total Male Female Total Male Female
In the labour force 67 13,605 7,060 6,545 382,970 199,945 183,020
Employed 68 11,635 6,135 5,505 344,770 177,585 167,185
Unemployed 69 1,965 930 1,040 38,195 22,355 15,835
Not in the labour force 70 8,420 3,480 4,935 218,455 90,555 127,900
Participation rate 71 61.8 67.0 57.0 63.7 68.8 58.9
Employment rate 72 52.8 58.2 48.0 57.3 61.1 53.8
Unemployment rate 73 14.4 13.2 15.9 10.0 11.2 8.7
Source: Statistics Canada. 2007. Charlotte, New Brunswick (table). 2006 Community Profiles.
2006 Census. Statistics Canada Catalogue no. 92-591-XWE. Ottawa. Released March 13, 2007.
http://www12.statcan.ca/census-recensement/2006/dp-pd/prof/92-591/index.cfm?Lang=E
(For footnote definitions and symbols see: http://www12.statcan.gc.ca/census-recensement/2006/dp-pd/prof/92-591/details/print-

imprimer/page_Notes.cfm?Lang=E&Geo1=CD&Code1=1302&Geo2=PR&Code2=13&Data=Count&SearchText=charlotte&SearchType=Begin
s&SearchPR=13&B1=All&Custom=)

Exhibit 16

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Exhibit 1

HW-74 HW-78 HW-65 HW-61

15 HW-12 NB Double Stereographic N.-B. double stéréographie

MF-0056 20 April 2006 20 avril 2006

NAT_REG : 10 FOREST ADMIN : 4-6 OWNTYPE : U

2. WHITE ISLANDSITE ID 887

PARISH : WEST ISLES CRITERION1 : 12 CATEGORY1 BIRD IBP

NAT_REG : 10 FOREST ADMIN : 4-6 OWNTYPE : P

3.) INDIAN ISLAND

NAT_REG : 10 FOREST ADMIN : 4-6 OWNTYPE : M

ECOTYPE1 : WATERSHED : ISL

SOURCES : CWS. CRITICAL MIGRATORY BIRD HABITAT (NEWBRUN.DBF)

4.) DEER ISLAND ARCHIPELAGO

LEGAL : NATURAL AREA OF CANADIAN SIGNIFICANCE

5.) ROBERT M. STEWART NATURE PRESERVE

SITE ID: 851

SOURCES : CWS. ATLANTIC REGION CONSERVATION AREAS DATABASE

CONTACTS : NATURE TRUST OF NEW BRUNSWICK

6.) ST. ANDREWS HEADLAND

CONTACTS : DOE. ESA'S(1982):CHRISTIE; HICKLIN; SMITH

7.) MINISTERS ISLAND

LOCATION : An inshore island northeast os St. Andrews.

8.)THE WOLVES (SOUTH, FLAT, EAST, SPRUCE ISLANDS)

CATEGORY1: BIRD CRITERION1: 11 CATEGORY2: PLANT CRITERION2: 6

COMPILER : CHIASSON/CRIGHTON DATE : 06-June-1995

9. ) FRIAR’S HEAD, CAMPOBELLO ISLAND

11.) HEAD HARBOUR PASSAGE/QUODDY RIVER REGION

12.) LIBERTY POINT, CAMPOBELLO ISLAND

13.) BASKET HEATH, CAMPOBELLO ISLAND

Recommendations for undertaking projects within ESA # 877

o Explanation of significance (Known or Suspected Archaeological Sites):

TABLE C: Onshore and Offshore Sites Within 2.5km of Route (Pre-contact)

(*Archaeological sites in Canada are identified using an alpha-numeric code).

BgDq-13 BgDq-16 BgDq-21

BgDr-70 BgDr-47 BgDq-4

BgDr-45!( BgDr-28 BgDq-3

Archaeological Predictive Model Map Sheet

Department of Wellness, Culture and Sport

Number of Tonnes Shipped

1.0 INTRODUCTION ............................................................................................................... 1

2.0 METHODOLOGY .............................................................................................................. 3

3.0 PROFILE OF THE REGION .............................................................................................. 4

4.0 DIAGNOSTIC – STRENGTHS AND WEAKNESSES........................................................ 7

5.0 DIAGNOSTIC – OPPORTUNITIES AND THREATS ......................................................... 9

6.0 FUNDAMENTAL PROVINCIAL STRATEGIES............................................................... 11

7.0 CORE RECOMMENDATIONS ........................................................................................ 12

8.0 GROWTH FOCUS FOR CHARLOTTE............................................................................ 13

TE610854 Charlotte ICGS Final English.doc Page i

8.4.1 Sector Overview .......................................................................................... 17

9.0 SOCIAL, CULTURAL AND ENVIRONMENT SECTORS ................................................ 21

10.0 IMPLEMENTATION ........................................................................................................ 23

11.0 CONCLUSION ................................................................................................................ 24

Table 2.1 List of Community Meetings ................................................................................ 3

TE610854 Charlotte ICGS Final English.doc Page ii

TE610854 Charlotte ICGS Final English.doc Page 1

1.2 Integrated Community Growth Strategy

The Four Pillars of Community Sustainability

Sustainable Community Development

Economic Social Cultural Environmental

The Four Pillars in Balance – A Strong Foundation

TE610854 Charlotte ICGS Final English.doc Page 2

Table 2.1 List of Community Meetings

TE610854 Charlotte ICGS Final English.doc Page 3