In April 2012, Karen Oldfield, President and Chief Executive Officer of Halifax Port Authority (HPA), was considering urgently needed action on the disposition of the financially troubled Halifax Seaport Farmers' Market (HSFM). One of 18 Canada Port Authorities, HPA's mandate was to "develop, market, and manage its assets in order to foster and promote trade and transportation." The organization exercised management authority over Halifax Harbour and 258 acres of adjacent federal land and HPA-owned facilities. Its lines of business encompassed cargo handling, cruise, and real estate operations. HPA had launched a Seaport Redevelopment Plan in 2005. An integral component of that plan was the establishment in 2010 of a six-day-a-week HSFM that would service the cruise trade and provide the local community with a gathering place. The market was operated by the City Market of Halifax Cooperative Ltd. (CMHC), which leased the property from HPA. By 2012, CMHC revenues were failing to support operating expenses and debt. Current obligations that totaled $732,436 were past due. A consultant concluded that the performance failure was due to a high debt load, governance and management problems, an unclear identity, construction flaws, and insufficient revenue on weekdays. It was clear that without intervention, HSFM would fail soon. Should HPA allow the market to fail and put the property up for lease? Should the organization continue providing financial and management support to the current tenant? Should it endeavor to find another organization to operate the market? Or should it commit to operating the market, even though HPA did not normally operate the facilities it governed?

【書誌情報】

ページ数：17ページ

サイズ：A4

商品番号：HBSP-NA0415

発行日：2016/6/1

登録日：2017/1/10