glossary and terms - creative city network of canada · 2012-07-17 · jacques whitford john...

Glossary and Terms

ACOA – Atlantic Canada Opportunities Agency

BBI – Black Business Initiative

BRE- Business Retention and Expansion Initiative

CIC – Citizenship and Immigration Canada

CMA – Census Metropolitan Area

CME – Canadian Manufacturers & Exporters

CNR – Canadian National Railway

COPS – Canadian Occupational Projection System

DND – Department of National Defence

GDP – Gross Domestic Product

GHP – Greater Halifax Partnership

HCC – Halifax Chamber of Commerce

HIAA – Halifax International Airport Authority

HPA – Halifax Port Authority

HRDA – Halifax Regional Development Agency

HRM – Halifax Regional Municipality

HRSB – Halifax Regional School Board

HRSDC – Human Resources and Skills Development anada

IC – Industry Canada

MISA – Metropolitan Immigrant Settlement Association

MOU – Memorandum of Understanding

MGA – Municipal Government Act

NSBI – Nova Scotia Business Inc.

NSCC – Nova Scotia Community College

NSDOE – Nova Scotia Department of Education

OED – Office of Economic Development

RDA – Regional Development Agency

UNSM – Union of Nova Scotia Municipalities

WDC – Waterfront Development Corporation Limited

WTCC – World Trade and Convention Centre

Acknowledgements

HRM would like to extend many thanks to members of the Advisory Committee, Work Team and everyone who participated in the consultations to develop this strategy. A special thanks to the Halifax Chamber of Commerce for hosting the Economic Summit which provided the initial impetus for strategy development. We look forward to working with these and all other interested partners in the implementation of the strategy.

In particular we would like to acknowledge and thank the following staff members:

Fred Morley, Project Manager, Halifax Regional Municipality

Betty MacDonald, Director of Governance and Strategic Initiatives, Halifax Regional Municipality

Jennifer Church, Coordinator Intergovernmental Affairs Halifax Regional Municipality

Ruth Cunningham, VP Operations, Greater Halifax Partnership

From HRM Marketing, Design & Print Services:

Project Manager: Chrystiane Mallaley Marketing Services

Design & layout: Corinne Hartley-Robinson Design Services

Photography: Gord Lehmann Grant Longard

Table of Contents

Executive Summary .........................................................................6 - 7

Background .................................................................................... 8 - 10

Overarching Themes .................................................................... 11 - 12

Gaining Perspective: Challenges and Opportunities in HRM ....... ........13

Vision and Goals ........................................................................... 14 - 15

Strategies and Actions

Supercharge our Labour Force .............................................. 16- 19

Leverage our Creative Community ........................................ 20 - 22

Create a Gung-Ho Business Climate ...................................... 23 - 26

Capitalize on our Reputation ................................................ 27 - 28

Convert Rivalries into Partnerships ....................................... 29 - 31

Measuring Success: Outcomes, Targets and Trends ..................... 32 - 34

Implementing the Strategy ........................................................... 35 - 37

What Lies Ahead ..................................................................................38

Halifax Regional Municipality’s Economic Development Strategy 2005-2010 for 3

Mayor’s Message

Halifax Regional Municipality is undeniably the economic hub of Atlantic Canada. The region accounts for 40 percent of Nova Scotia’s GDP and one fi fth of all the economic activity in Atlantic Canada.

Not only is HRM growing faster than any other large Atlantic Canadian community, but the communities surrounding HRM are also seeing the economic benefi ts of our strong critical mass of people, energy, transportation, and business services.

With our excellent location, business climate and quality of life, our economy has never been in a better position to compete with other regions across Canada and around the world. However, we cannot be complacent and expect this favourable position for growth to continue indefi nitely. We need to carefully nurture these conditions for growth and steadily improve our region’s position as the best place to live, work, and do business.

We owe HRM’s current success today to the investments we made yesterday. We now need to make the strategic business decisions that will foster our economic success in the years to come. Our biggest risk is to do nothing.

So, the questions remain: How can we best use our available resources to ensure our economy continues growing at a sustainable rate? What will give us that strong competitive edge over other regions worldwide?

HRM’s Economic Strategy answers these critical questions. Providing an overall vision and direction for economic development, this strategy is a blueprint that will allow us to build a vibrant community and lead our region and the province toward long-term sustainable economic growth. It identifi es growth opportunities, sets priorities, and suggests ways the region can leverage all of our economic development resources.

HRM has become a leading performer in Canada and a powerful player in the global arena. I am confi dent that HRM residents are comfortable with this leadership position. This economic strategy builds on our solid success to date and identifi es ways our region can stand out among other successful centres in the global economy.

This strategy sets us on the right path to a prosperous and confi dent future.

Respectfully, I remain

Peter J. Kelly

“Not only is HRM growing

faster than any other large

Atlantic Canadian community,

but the communities

surrounding HRM are also

seeing the economic benefits of

our strong critical mass

of people, energy,

transportation, and

business services.”

— Peter J. Kelly, Mayor

Halifax Regional Municipality’s Economic Development Strategy 2005-2010for4

Message from the Economic Strategy Advisory Committee

It has been our privilege to serve as members of the Advisory Committee for the development of the Halifax Regional Municipality’s first economic strategy. This document is the culmination of months of consultation with community leaders, businesses, government, and citizens to determine how our region can best position itself for success in the global economy – now and in the future.

This is only the beginning. This economic strategy is a blueprint for our future economic prosperity. Extensive partnerships and a clear commitment to implementation are critical. We are confident of both.

We are pleased to share this economic strategy with you and hope you will join with us in making this vision a reality.

Committee Members

Dan English, Acting CAOHalifax Regional Municipality

Sheila FougereCouncillor District 14

Dale GodsoePrime Minister’s Task ForceCities & Communities

Paul Greenalgh, PresidentNSCAD University

Hector Jacques, ChairmanJacques Whitford

John Knubley, Vice PresidentACOA

John Lindsay, Jr., PresidentEast Port Properties

Scott McCrea, PresidentArmour Group

George McLellan, CAO Halifax Regional Municipality

David Nantes, Vice-PresidentAnnapolis Group

Karen Oldfield, President & CEOHalifax Port Authority

Rick Shaver, CA & ComptrollerMacTara Limited

Marc St-Jean, Cpt.CFB Halifax

Tom Traves, PresidentDalhousie University

Paul Taylor, CEONS Office of Economic Development

Kim West, PrincipalMT&L Public Affairs

Catherine WoodmanEconomic Summit

“This economic strategy

is a blueprint for our future

economic prosperity.”

— Economic Strategy Advisory Committee


Executive Summary

This economic strategy has been prepared by the Halifax Regional Municipality (HRM) as an essential component in defining our future and ensuring that future is within our grasp. Quite simply, we want to be the envy of the world.

There is little doubt we can be. But that requires understanding the challenges that lie before us and addressing those challenges head on. The Halifax Regional Municipality is proud to lead the process.

In this document, we explore the attainment of five key goals for our community over the next five years:

● HRM’s bustling job market will stop our young and ambitious from leaving and make our community a magnet for highly trained immigrants and expatriates.

● HRM’s investments in social and cultural infrastructure will enhance the city’s persona as one of the most vibrant and unique communities on the continent.

● HRM will possess the best business climate in Canada, one able to kick-start and grow ambitious new enterprises and attract exciting companies from anywhere on the globe.

● HRM’s renown as one of the continent’s great cities — a beautiful, immensely livable place that teems with history and creativity —will draw top-drawer companies and people to our community.

● Each partner in HRM’s future will work in sync to propel our economy forward in a way that improves the quality of life for every citizen.

Those goals are the pillars of a far-reaching vision. That vision states:

Our people are our community. We will improve and empower the lives of every citizen by building a prosperous, dynamic, globally competitive economy where creativity and risk-taking can flourish alongside a quality of life that is the envy of the world.

This is not pie in the sky. This vision, and the goals that bolster it, are attainable. But the path to success is not an easy one. First comes knowledge and understanding, then comes concerted action. This strategy is focused on attaining the five goals noted above, understanding that today's reality underlies those goals, and identifying the actions that need to be taken to move HRM forward to a bright new future.

In a global economy, economic development activities must meet “smart growth” criteria. These include economic growth, environmental sustainability, cultural priorities, and social objectives. Only a prosperous, growing economy, one that generates tax revenue, can attain these outcomes. This strategy encompasses those criteria.

The economic strategy also encompasses all of HRM. Our unique blend of urban and rural geography is a defining characteristic. It is our strength. This strategy approaches this rural/urban reality as one of interdependence rather than irreconcilable differences.

“What is the city but the people?”

Will iam Shakespeare — Coriolanus


Indeed, interdependency and partnership is a central theme. This strategy, quite simply, cannot be implemented by HRM alone. We need to identify common values and present a common vision that will allow a range of partners, three levels of government, development organizations, and the private sector to join forces to build a prosperous future. This strategy links to and builds on a provincial economic strategy and the federal government’s economic priorities including the New Deal for Cities and Communities.

Getting to a prosperous future is not easy. Leadership is critical. The kind of future we envision requires boldness, conviction, and the ability to make tough decisions. Our greatest challenge will be to embrace change. The greatest risk to our future is to do nothing.

This strategy identifies what needs to be done now. It is only in the doing that ideas will come to life. The North American landscape is littered with stagnating communities that did nothing when action was required.

Action is required now for HRM. The future awaits.

The following actions were identified as key first priorities for implementation:

● Work with businesses and existing ethnic, cultural communities and recent immigrations to attract and retain new immigrants.

● Develop and promote a compelling community business case for retention, expansion and attraction of DND facilities and other federal government offices.

● Support rural economic development by encouraging and providing support services to those individual and organizations establishing or maintaining businesses in rural areas.

● Build support and work to fast track social investment projects that are already well advanced.

● Establish a Quality of Place Council to review existing brand equity in HRM and develop a multi-partner approach to marketing HRM.

● Benchmark tax, regulation, development permit approval/timing against competing cities.

● Bring infrastructure spending up to appropriate comparable standards.

● Work with Nova Scotia trade partners to inform and educate HRM business about exporting. Identify and assist trade-ready companies to enter new markets.

● Establish new and enhanced maintenance initiatives and standards with a focus on year-round, 24/7 accessibility in the downtown. Engage through a public/private approach that emphasizes individual and business responsibility and stewardship.

● Work with our partners to identify common values and vision around growing our community. Create an “alignment of strategic intent” and “rules of engagement” to implement this vision.

● Work to develop the Halifax Gateway as the East Cost logistics hub.


Background

HRM Today

The economy of Halifax Regional Municipality (HRM) has undergone tremendous change in recent years. While it has proven itself capable of overcoming big economic challenges — like an 8,000 cut in government employment in the mid-1990s, times have changed. Economic success is no longer contingent on the accident of resource endowment or proximity to market. A large population or a deep harbour does not guarantee success. Growth today depends on access to knowledge and our ability to innovate and adapt. More specifically, successful growth is about smart communities attracting and retaining smart people. In a world economy centered on talented people, what’s important is being a place where the best and the brightest want to live.

HRM’s economy has been performing well. We are undeniably the economic hub of Atlantic Canada. The region accounts for almost half of provincial GDP and about one- fifth of Atlantic Canada’s GDP. Between 1996 and 2001, HRM’s population grew by 4.7 percent, a pace faster than any other large Atlantic Canadian community and 10th among all major Canadian centres.

1998 2004 TrendPopulation 359,235 381,711 Í

Employment (‘00) 171.7 195.1 Í

Inflation Rate 0.7% 2.1% Í

Building Permits ($ millions) 239.5 608.6 Í

Housing Starts 1,700 2,627 Í

New Housing Price Index 108.0 121.9 Í

Retail Sales 3,687 4,694 Í

University enrollment 24,500 30,887 Í

HRM is as important to the economy of Nova Scotia as Toronto is to Ontario. The numbers speak for themselves: Both capital cities contain 40 percent of their respective province’s population. Both cities account for roughly half of their province’s economic activity.

But HRM is not Toronto. It is a city with its own unique economic drivers.

Halifax International Airport and the Port of Halifax are the gateway for much of our province’s exports and most tourists to Nova Scotia start or end their visits here. Our gateway is more important to HRM than any other gateway in the nation is to its city. It accounts for more than 28,000 jobs directly or indirectly and generates about 16 percent of all economic activity in HRM.

HRM has the critical mass of population enabling our community to be the tertiary health care centre for Atlantic Canada and a hub for medical research and a growing life sciences industry. Nova Scotia is the regional centre for the Canadian banking and insurance industry. This is the province’s highest wage sector and two-thirds of these jobs are in HRM. Our community is also a hub for professional services,

“Competitive strategy

is about being different.

The essence of strategy

is choosing to perform

activities differently

than rivals do.”

— Michael Porter, Bishop Wil l iam Lawrence University Professor,

Harvard Business School


including world-class legal and environmental expertise, which benefits users of these services across the province. Capabilities in HRM mean businesses and consumers in Atlantic Canada have access to superior service and selection closer to home.

Halifax’s six universities and the three metro campuses of the Nova Scotia Community College have a collective enrollment of more than 40,000 students. This represents 61 percent of the total student population in the province. Our educational institutions play a critical role in creating a highly skilled workforce, and undertaking and commercializing research. Most of the research and development done in Nova Scotia is done right here in HRM. We are also the seat of provincial government and home to Canada’s largest military base. All of these factors play a major role in assisting economic growth beyond our borders to the rest of Nova Scotia and outward to the region as a whole.

Every dollar of economic activity in HRM levers or enables another dollar in activity somewhere else in the province. Clearly, just as HRM is the physical heart of Nova Scotia, it is also the economic heart.

It is essential to keep that heart pumping smoothly and efficiently.

Our region has also become a growth engine for surrounding communities and the province as a whole. The benefits from our strong cluster of business and transportation services are not limited to a small segment of our community. Economic activity continues to expand. Unemployment in HRM is falling and is low by historical and national standards. Employment is rising even faster than our population. Business confidence is among the strongest in the nation.

But we cannot rest on our laurels. Like any community, HRM faces many challenges. Growth will not continue unless we carefully nurture the climate for growth. Demographic pressures are draining our once-deep labour pool. Business confidence is high, but fragile, and the world does not know us well enough. Our citizens believe we have been slow to develop partnership approaches to dealing with our problems and businesses feel over regulated and unappreciated.

The decisions and investments we make today, and the priorities we set now, will affect us over the next decade and well into the future. If we want a prosperous future for our community, we have to build a vibrant, competitive and creative economy open to the world and open to new ideas.

HRM TomorrowThe elements of a successful tomorrow are clear. We will have a business environment that inspires entrepreneurship, that encourages existing business to take on the world in export markets and that attracts inward investment. We will be a place that attracts and retains smart people. We will have a healthy environment where a wide range of educational and employment opportunities drive social inclusion and promote healthier lifestyles. This creative environment will propel a fast-paced knowledge economy that creates enviable, high-wage jobs in growth sectors. We will retain the aspects of our history, culture, civility, and quality of place that make us distinct, that make us who we are.

We will reinvent our region. We will look different in 10 years, 20 years and 30 years. Our business climate and our business approaches will become world-class. Our people and our businesses will have a global focus. HRM will be a municipality of distinct communities, but we will have a single brand identity known across Canada and around the globe. Our leaders will embrace new approaches for economic growth, ones that link communities, unite urban with rural, draw regions together, and connect business and government. We will welcome diversity. We will work with partners to succeed.

We will be the envy of the world.


“We are caught in an

inescapable network

of mutuality, tied in a

single garment of destiny.

Whatever affects one directly,

affects all indirectly."

— Martin Luther King, Jr., Human

Rights Activist and Visionary

Background: HRM Tomorrow... continued

How We Get ThereTraditional definitions of economic development focus on job creation and wealth generation. Economic development activities must now meet “smart growth” criteria that include economic growth, environmental sustainability, cultural priorities, and social objectives. The best economic development strategies use economic growth to achieve social outcomes like improving well-being, increasing tolerance and diversity, and providing proper housing, public transportation, and education. Only a prosperous, growing economy, one that generates tax revenue, can attain these outcomes.

For this reason, HRM’s economic strategy cannot stand alone. HRM is positioning itself as a national economic leader that achieves community goals through careful planning, innovation, and aggressive partnership. Our Regional Plan is designed to maintain and enhance our environment and quality of place while ensuring a fiscally sustainable future. It is an essential complement to this economic strategy, which in turn, draws upon the region’s Cultural Plan to further enhance our quality of life. Our economic strategy will be guided by efforts to build on the unique economic and cultural concentration in HRM.

This economic strategy encompasses all of HRM. Our unique blend of urban and rural geography is a defining characteristic. It is our strength, not our weakness. This strategy will approach this rural/urban reality as one of interdependence rather than irreconcilable differences. It will highlight economic realities and opportunities instead of focusing on problems related to differences. Different economic strategies will be needed to allow for balanced growth.

This strategy cannot be implemented by HRM alone. We need to identify common values and present a common vision that will allow a range of partners, three levels of government, development organizations, and the private sector to join forces to build a prosperous future. This strategy will link to and build on a provincial economic strategy and the federal government’s economic priorities including the New Deal for Cities and Communities.

Getting to a prosperous future is not easy. Leadership is critical. This strategy, the regional plan, and other community-driven road maps present choices that will define our future. This future requires boldness, conviction, and the ability to make tough decisions. Our greatest challenge will be to embrace change and recognize that if the pace of change is slower inside our community than in the outside world, we are in crisis. The greatest risk to our future is to do absolutely nothing.


Overarching Themes

The best economic development strategies use economic growth to achieve social outcomes. Similarly, efforts and investments in these social outcomes lay the groundwork for a prosperous economy.

Significant crosscutting ideas can help us reach our economic and social goals. Here’s how:

● Pay attention to people – the most important resource in HRM.

● Recognize the global influences on everything we do.

● Understand that we compete with the rest of the world.

● Acknowledge that economic growth in the 21st century takes place primarily in urban centres.

● Know that our goals will be achieved only by working together as partners.

People PowerCommunities are about people. They are the fuel that drives our economy. People also drive the creativity and vibrancy of HRM. They are the best ambassadors to communicate who and what we are to a national and international audience. We will have to draw heavily on the people and the businesses of HRM to carry our branded message forward. People are at the core of the relationships needed to build new partnerships for economic growth, and it is business people who require a strong business climate to fuel growth. People who become inspired entrepreneurships and aggressive exporters, in turn, will help build and drive our economy.

Global AttitudesSolving our labour market challenges means thinking globally. We have to develop effective ways to attract and retain immigrants and foreign students. Increasingly, creative cities are global cities. A global attitude attracts the best and the brightest. The world is our marketplace and more and more, the target of our marketing efforts. International and regional partnerships are becoming essential tools for surviving and prospering as a business and a community in this new global reality. Our business climate has to stand up to scrutiny and competition, from cities across our nation and around the world.

Competitive CitiesThere was an outdated notion that businesses compete, cities don’t. In most of the industrialized world, however, businesses have recognized that they can’t even compete locally let alone internationally if their city does not stand up and stand out in key competitive areas: tax rates, regulatory processes, capital investment, and social cohesion.

Cities compete for labour and creative people, the people with the energy and ideas needed to propel us forward. Cities market aggressively to build a world-class reputation and the advantages that it brings. Cities vie for new investment – the kind that brings high-quality jobs, secure tax streams, and a better quality of life. Cities jostle for their piece of the global economy. For a bigger share of the pie that is world exports.

A global attitude

attracts the best and

the brightest...

the world is our

marketplace.


In this uncompromising competitive environment, allies are important. Building partnerships and relationships with like-minded business and communities is vital to survival and critical to prosperity. HRM needs all the good partners it can get to compete successfully with the rest of the world.

Cities Count Cities matter greatly in the growth and development of regions and countries. Making key investments in our cities is critical to continued national prosperity. Jobs and related opportunities are no longer enough to attract and retain the best and the brightest. Quality of place and the level of vitality in a community have become key factors in decisions about where to live.

Reputation and attitude play a large part in determining which urban sectors are successful and which are not. In Canada, there are three levels of government and one citizen. Finding ways to invest in and grow communities requires that we work through jurisdictional issues and forge new partnerships to serve that citizen. A strong urban economy also requires investment in physical capital, skills development, research and development and innovation. It requires a business climate that is second to none.

Connected CommunitiesHRM’s rural areas are important – and they are an economic advantage. Few areas of Canada have the easy access to rural lifestyle that we enjoy. Nova Scotia is one of Canada’s most densely populated provinces; over 95 percent of the population lives within an hour of a major centre. We need to build on this strength and enhance our existing urban/rural links.

We also have to build networks and relationships across our nation and around the world.

We have to draw post-secondary institutions into discussions on labour force, to help establish a creative community, and to help market HRM. We have to utilize the organizations that link business and government more fully, and we have to improve government. We have to work jointly to set infrastructure priorities and get important initiative moving more quickly.

Smart Growth While growth is important, growth at any cost is not. The people of HRM indicated long ago that they want “smart growth”. Smart growth shows us that an economic strategy has to dream big; because that’s the way the economy functions and that is the path to sustained prosperity.

Such growth emphasizes quality of place and quality of life, as determined by a range of investments in things like culture and recreation, health care, superior education, affordable housing, enhanced safety, effective public transit, a healthy environment, social cohesion and cultural diversity.

These values have served us well in HRM. They preserve and enhance what we value in our community.

They underpin this strategy.

“Cities are the chief motors of

economies. You can’t talk about

economies without talking, at

least obliquely, about cities.”

— Jane Jacobs, Author of The Death and Life of Great American Cities


Overarching Themes... continued

Gaining Perspective: Challenges and Opportunities in HRM

Gaining perspective is an essential first step on the road to developing an economic strategy. Specifically, we need to identify challenges and opportunities, and we need to understand what the community perceives as challenges and opportunities. So we asked. The strategy is built on information and feedback from four main sources: ideas drawn from the Halifax Chamber of Commerce’s Economic Summit, consultation with organizations concerned with economic development, a web-based leadership survey and interviews with over 800 businesses. Here’s what we learned.

Quality of Life● HRM is growing by just over 3,000 people a year. Most respondents to

the leadership survey approve of this pace. Some business sectors still face challenges finding workers, despite the healthy pace of growth.

● Residents feel the physical environment, air quality, local health care, and quality of local housing are real strengths.

● While the quality of housing, particularly executive housing is good, the poor and the elderly face problems with accessibility.

● Race relations are a persistent challenge.

● Respondents feel crime is no more a problem in HRM than in other communities, but more people are becoming concerned for their personal safety and business is becoming concerned with property crime.

Education● People are concerned with the quality of elementary & secondary education.

● Respondents see the universities and community college as a significant strength in HRM although their engagement in the community could be improved.

Government● Respondents see most local services like fire protection, waste

disposal, etc., as on par with or stronger than other communities.

● Functions related to regulation enforcement, approvals for new construction, and approval times are identified as distinct weaknesses in the leadership survey and business interviews.

● High business taxes are uniformly seen as a weak point along with the lack of cooperation between levels of government and between economic development organizations.

Leadership● Leadership at the community level and lack of funding for economic

development are seen as weaknesses.

● Four times as many people see the current low level of cooperation between business and local government as a weakness rather than strength.

Employment Issues● Surveys and consultations confirm that lack of after-graduation

training is a challenge for HRM.

● Most participants see availability of labour as on par with other communities. Many companies see our young, educated labour pool as giving them a distinct business advantage.

Transportation● All respondents are concerned with the

adequacy of local highways and feel that current traffic flow is a weakness. Respondents to the leadership survey feel more strongly about the poor condition of streets than any other issue.

Utilities● Phone utilities are seen as on par or

better than other communities. However, a significant number of rural residents view broadband access as a weakness.

● Respondents see cost, reliability, and quality of electrical service as presenting some challenges for the community.

● The availability of fresh, clean drinking water is seen as a significant strength.

Capital ● Availability of business capital is an

across-the-board weakness. There are particularly strong opinions on the lack of access to venture capital.

Market ● While opinions on access to national

markets are mixed, most respondents see HRM’s international market access as a big asset.

● The physical appearance and state of repair of the downtown is seen by most as a weakness.

● Availability of hotel space is considered on par with other communities although the lack of convention space is an emerging weakness.

These observations allowed us to identify existing gaps in our economic development effort in HRM. There are other areas of activity where we are on the right course but must make a better effort. A number of issues were identified, however the economic strategy is not intended to deal with each one of them. This analysis allowed us to identify 5 areas of action, the goals that will allow us to reach for a more prosperous vision of our future.

“We will neglect our cities to

our peril, for in neglecting them

we neglect the nation.”

— John F. Kennedy, Former US President


Our Vision

A clear vision is the fundamental starting point for a successful strategy. This is our vision for HRM:

Our people are our community. We will improve and empower the lives of every citizen by building a prosperous, dynamic, globally competitive economy where creativity and risk-taking can fl ourish alongside a quality of life that’s the envy of the world.

Getting to this vision requires that we set clear and achievable goals. Here are ours.

Challenges & Opportunities... continued

Our Goals

Supercharge Our Labour ForceAn unemployment rate that is one of the lowest in the country, along with an aging population – means a labour shortage eventually looms for HRM. The best way to head off a crisis is generating upscale, high-salary jobs in growth industries so we can hold onto those whip-smart grads from our plethora of universities, tempt well-educated immigrants, and entice mid-career fast-trackers back home.

By 2010, HRM’s bustling job market will compel our young and ambitious to stay and make our community a magnet for highly trained immigrants and expatriates.

The best way to head off a crisis

is generating upscale, high-salary

jobs in growth industries...

to make our community

a magnet for highly trained

immigrants and expatriates.


Leverage Our Creative CommunityCreativity is what drives every dynamic, modern economy. The communities that attract and keep smart, creative, diverse people are the ones that invest their public dollars astutely. The right strategy can give the economy added zip. But strategic investments in things like public art galleries, libraries and green spaces for Sunday picnics and kid’s soccer games also help make a city the kind of luminous, livable place that everyone wants to call home.

By 2010 HRM’s investments in social and cultural infrastructure will enhance the city’s persona as one of the most vibrant and unique communities on the continent.

Create A Gung-Ho Business Climate A prosperous economy attracts and supports smart, risk-taking companies and creates the kind of dynamic investment environment that helps everyone in the community achieve their dreams. Competitive taxes, reduced red tape and improved infrastructure make for a first-rate business climate. So does promoting technology and encouraging innovation.

By 2010, HRM will possess the best business climate in Canada, one able to kick-start and grow ambitious new enterprises and attract exciting companies from anywhere on the globe.

Capitalize On Our ReputationThe cutthroat competition for business and tourism dollars and the best and brightest in the labour pool isn’t won by accident. A fiercely business-friendly image celebrates our distinctiveness and sets us apart from our rivals. By promoting our advantages – a large creative class, a well-educated work force, and a superb life-style – we demonstrate pride in our city and solidify our identity as a business and commercial centre.

By 2010, HRM’s renown as one of the continent’s great cities – a beautiful, immensely livable place that teems with history and creativity – will draw top-drawer companies and people to our community.

Convert Rivalries Into PartnershipsRetooling a city’s economy requires teamwork, not rigid bureaucracies and petty turf wars. Working together toward common goals allows all partners in our community, government agencies, non-profits, postsecondary institutions, and business to fully leverage their efforts. The end result: everyone works faster and more nimbly to get the biggest bang for their economic development dollars.

By 2010, each partner in the HRM’s future will work in sync to propel our economy forward in a way that improves the quality of life for every citizen.


“If you want 1 year of

prosperity, grow grain

If you want 10 years of

prosperity, grow trees.

If you want 100 years of

prosperity, grow people.”

— Chinese Proverb

But we live in an aging province. Within 20 years, 40 percent of Nova Scotia’s population will be 55 or older. To date, in-migration of young people and immigrants has insulated the region from the adverse effects of this aging population. However, low unemployment, once the brass ring, is fast becoming a reflection of a shallow labour pool and a constraint on growth.

Without explicit action to deepen the labour pool and deal with emerging skill gaps, HRM will face a demographic time bomb that could slow the growth of our economy and scar our tax base. HRM would not be alone, our economic decline would ripple out to the rest of Nova Scotia, and indeed to all of Atlantic Canada.

The best data on occupational shortages in Canada is found in employer surveys conducted as part of the SmartBusiness initiative led by the Greater Halifax Partnership. Right now, Halifax employers are not experiencing dramatic skills shortages, except in occupations that require either a very high skill set or offer low wages.

Workforce Recruitment Problems Count Percent

Yes 418 55.36%

No 337 44.64%

Workforce Retention Problems Count Percent

Yes 164 21.98%

No 582 78.02%

Workforce: Recruitment & Retention Problems

Source: Based on SmartBusiness visits June 1,2004 to July 15, 2005

Until now HRM has been buffered from the full effects of labour shortages. Two factors contribute to this, particularly in high-skill sectors:

● 63 percent of HRM’s employed labour force has completed university, college, or trade school. We have lots of well-educated people looking for opportunities.

● HRM has six universities and three campuses of the Nova Scotia Community College that attract people from across the country, and around the world. More and more are remaining after graduation.

But the effects of these buffers can be expected to diminish as more powerful demographic trends begin to take hold.

The magnitude of Nova Scotia’s skills challenge is daunting. A recent report from the Canadian Occupational Projection System indicates that by 2009 there will be over 50,000 job openings in Nova Scotia – 29,700 through attrition and 20,840 through job growth. Given that there are now only 40,000 people in Nova Scotia who are unemployed, there is clearly a human resource crunch on the horizon.

Retaining and Attracting PeopleBetween 1997 and 2004, net immigration (the numbers of newcomers form other countries, less the flow of Nova Scotians to other nations)

Strategies and Actions

Supercharge Our Labour Force

Growth in the new millennium is all about people. Prosperity requires a bustling job market. Communities with a deep labour pool can meet the demands of growing business and attract the smart people looking for a world of opportunity. Our task: To build a stronger labour force; to offer upscale opportunities; to attract and retain youth, immigrants and expatriates; and to meet the challenges of an aging society and global competition.

Maintaining and growing our people advantage means:

● Understanding and dealing with an aging workforce and skills issues,

● Retaining and attracting people,

● Leveraging the full potential of our universities, and

● Maintaining and expanding our defence and federal government presence.

Our RealityHRM is home to almost 40 percent of Nova Scotia’s residents and more than 15 percent of all Atlantic Canadians. Half of our population is under 37, the youngest profile in the Atlantic region. Our employment growth has out-paced population growth, bringing down our unemployment rate to one of the lowest levels in Canada. Indeed, virtually every area in and around HRM is growing.


Sup

erch

arge

Our

Lab

our

Forc

e S

trat

egie

sC

ha

llen

ge

Stra

teg

y &

Po

ten

tial P

art

ne

rsA

ctio

ns

(pri

ori

ty a

ctio

ns

are

hig

hlig

hte

d)

Labour Market

Bu

sin

ess

is n

ot

ab

le t

o c

olle

ctiv

ely

art

icu

late

its

tra

inin

g a

nd

ski

lls n

ee

ds

in a

wa

y th

at

allo

ws

ed

uc

atio

na

l in

stitu

tion

s to

resp

on

d e

ffe

ctiv

ely

.

Imp

rove

info

rma

tion

co

llec

tion

an

d

diss

em

ina

tion

on

bu

sine

ss la

bo

ur

ma

rke

t n

ee

ds.

Pote

ntia

l Par

tner

s: A

COA,

BBI

, NSD

OE,

GHP

, HC

C, H

RDA,

HRM

, HRS

DC, N

SBI,

NSC

C,

OED

, abo

rigin

al/b

usin

ess/

com

mun

ity/

imm

igra

nt o

rgan

izat

ions

, NS

Com

mun

ity

Serv

ices

, Ski

lls N

ova

Scot

ia, u

nive

rsiti

es

1. C

om

pile

, an

aly

ze a

nd

co

mm

un

ica

te m

ea

nin

gfu

l in

form

atio

n t

ha

t c

an

dire

ct

skill

s tr

ain

ing

an

d a

ttra

ctio

n e

ffo

rts.

2. D

eve

lop

a c

om

mu

nity

led

Ski

lls C

ou

nc

il. W

ork

with

th

e p

ub

lic, p

riva

te e

mp

loye

rs

an

d t

rain

ing

pro

vid

ers

to

en

sure

tra

inin

g n

ee

ds

are

me

t.

3. E

ng

ag

e b

usin

ess

dire

ctly

in p

ove

rty

red

uc

tion

initi

ativ

es.

Su

pp

ort

pro

gra

mm

ing

fo

r disa

dva

nta

ge

d g

rou

ps

with

ch

alle

ng

es

find

ing

job

s.

Labour Shortages

De

mo

gra

ph

ic a

nd

co

mp

etit

ive

fo

rce

s w

ill c

rea

te la

bo

ur s

ho

rta

ge

s a

cro

ss

mo

st s

ec

tors

of

HR

M’s

ec

on

om

y.

De

velo

p a

lab

ou

r fo

rce

att

rac

tion

an

d

rete

ntio

n in

itia

tive

.

Pote

ntia

l Par

tner

s: A

COA,

GHP

, HRD

A,

HRSD

C, b

usin

ess

asso

ciat

ions

, HCC

, N

SDO

E, in

dust

ry a

ssoc

iatio

ns, S

kills

Nov

a Sc

otia

, uni

vers

ities

1. M

atc

h p

eo

ple

an

d o

pp

ort

un

itie

s m

ore

eff

ec

tive

ly t

hro

ug

h e

ffo

rts

suc

h a

s st

ud

en

t a

nd

imm

igra

nt

job

fa

irs.

2. W

ork

with

co

mp

an

ies

on

att

rac

ting

ski

lled

wo

rke

rs, w

ith a

fo

cu

s o

n t

ho

se w

ith

ec

on

om

ic, e

du

ca

tion

al o

r fa

mily

tie

s to

No

va S

co

tia.

3. D

eve

lop

a b

usin

ess

-driv

en

initi

ativ

e f

oc

use

d o

n w

ork

pla

ce

ass

ess

me

nt

an

d

cu

sto

miz

ed

pre

-em

plo

yme

nt

tra

inin

g. E

x: H

alif

ax

Sma

rt S

tart

Pilo

t P

roje

ct

Immigration

Imm

igra

tion

rep

rese

nts

tw

o-t

hird

s o

f o

ur

po

pu

latio

n g

row

th b

ut

imm

igra

tion

leve

ls

ha

ve d

ec

line

d ra

pid

ly in

th

e la

st 1

0 ye

ars

a

nd

ou

r re

ten

tion

rate

is a

mo

ng

th

e lo

we

st

in C

an

ad

a. T

he

re is

a la

ck

of

co

ord

ina

ted

e

ffo

rt in

HR

M o

n im

mig

ratio

n is

sue

s.

Inc

rea

se im

mig

ratio

n t

o H

RM

an

d

inc

rea

se re

ten

tion

of

imm

igra

nts

.

Pote

ntia

l par

tner

s: C

IC, C

ME,

GHP

, HCC

HR

DA, H

RM, M

ISA,

NSC

C, e

duN

OVA

, NS

Imm

igra

tion,

uni

vers

ities

1. C

rea

te a

pu

blic

/priv

ate

/co

mm

un

ity le

ad

ers

hip

gro

up

with

a m

an

da

te t

o d

irec

t a

nd

imp

lem

en

t H

RM

’s im

mig

ratio

n s

tra

teg

y.

2. E

ng

ag

e p

riva

te a

nd

pu

blic

se

cto

r org

an

iza

tion

s in

we

lco

min

g a

nd

inte

gra

ting

n

ew

co

me

rs in

to o

ur b

usin

ess

an

d p

rofe

ssio

na

l co

mm

un

itie

s.

3. W

ork

with

bu

sine

sse

s, e

xist

ing

eth

nic

, cu

ltura

l co

mm

un

itie

s a

nd

rec

en

t im

mig

ran

ts

to a

ttra

ct

an

d re

tain

ne

w im

mig

ran

ts.

4. W

ork

with

un

ive

rsiti

es

an

d N

ova

Sc

otia

Co

mm

un

ity C

olle

ge

to

reta

in in

tern

atio

na

l st

ud

en

ts.

Post Secondary Institutions and Business

Un

ive

rsiti

es

ha

ve n

ot

rea

ch

ed

th

eir

po

ten

tial

as

a s

ou

rce

of

inn

ova

tion

, co

mm

erc

ializ

atio

n

an

d a

s a

so

urc

e o

f kn

ow

led

ge

fo

r bu

sin

ess

a

nd

go

vern

me

nt

in H

RM

. Th

e s

hrin

kin

g

you

th p

op

ula

tion

in N

ova

Sc

otia

an

d

inc

rea

sin

g c

om

pe

titio

n f

or s

tud

en

ts m

ea

n

tha

t H

RM

’s p

ost

se

co

nd

ary

inst

itutio

ns

will

b

e c

ha

llen

ge

d t

o m

ain

tain

th

eir

cu

rre

nt

size

an

d ro

le in

HR

M’s

ec

on

om

y.

Dra

w o

n a

ll th

e re

sou

rce

s o

f H

RM

’s

po

st s

ec

on

da

ry in

stitu

tion

s to

en

ha

nc

e

ou

r ec

on

om

y a

nd

ou

r qu

alit

y o

f lif

e.

Pote

ntia

l Par

tner

s: G

HP, H

RM, N

SCC,

De

stin

atio

n Ha

lifax

, Fed

eral

& P

rovi

ncia

l G

over

nmen

t, un

iver

sitie

s,

1. U

se t

he

me

mo

ran

du

m o

f u

nd

ers

tan

din

g b

etw

ee

n H

RM

an

d m

etr

o u

niv

ers

itie

s to

en

ga

ge

on

issu

es

of

pla

nn

ing

, ec

on

om

ic g

row

th, c

ultu

re, c

rea

tive

an

d

inte

llec

tua

l tra

nsf

er a

nd

infr

ast

ruc

ture

ren

ew

al.

2. E

sta

blis

h a

co

mm

un

ity li

aiso

n f

un

ctio

n a

t a

ll th

e u

niv

ers

itie

s to

he

ad

off

po

ten

tial

ne

igh

bo

urh

oo

d a

nd

co

mm

un

ity c

on

flic

ts.

3. E

nsu

re b

usin

ess

ha

s a

cc

ess

to

th

e b

est

te

ch

no

log

y a

nd

exp

ert

ise o

ur u

niv

ers

itie

s a

nd

co

mm

un

ity c

olle

ge

s h

ave

to

off

er.

Imp

rove

co

mm

erc

ializ

atio

n o

f re

sea

rch

.

4. D

eve

lop

a m

em

ora

nd

um

of

un

de

rsta

nd

ing

with

th

e N

ova

Sc

otia

Co

mm

un

ity

Co

lleg

e s

imila

r to

wh

at

ha

s b

ee

n s

ign

ed

with

me

tro

un

ive

rsiti

es.

5. W

ork

with

un

ive

rsiti

es

an

d N

SCC

to

en

sure

th

e in

cre

asin

g d

em

an

d fo

r aff

ord

ab

le

ho

usin

g is

me

t.

6. W

ork

with

un

ive

rsiti

es

to m

ake

HR

M a

co

mp

elli

ng

de

stin

atio

n f

or s

tud

en

ts f

rom

a

cro

ss C

an

ad

a a

nd

aro

un

d t

he

wo

rld.

Defence & Federal Presence in HRM

Fed

era

l go

vern

me

nt

em

plo

yme

nt

in H

RM

ha

s fa

llen

by

mo

re t

ha

n 6

,00

0 jo

bs

sin

ce

th

e e

arly

19

90’

s. In

cu

rre

nt

do

llars

, th

is m

ea

ns

clo

se

to $

30

0 m

illio

n in

ye

arly

sp

en

din

g o

n g

oo

ds

an

d s

erv

ice

s in

HR

M d

isa

pp

ea

red

, or a

bo

ut

five

pe

rce

nt

of

ou

r ec

on

om

y. In

th

is d

ec

ad

e,

oth

er c

om

mu

niti

es

are

co

mp

etin

g h

ard

fo

r e

xpa

nd

ing

fe

de

ral g

ove

rnm

en

t a

nd

DN

D

pre

sen

ce

. Un

like

mo

st C

an

ad

ian

citi

es,

HR

M

ha

s n

ot

be

ne

fite

d f

rom

a re

bu

ildin

g o

f th

e

fed

era

l go

vern

me

nt

ca

pa

cit

y in

rec

en

t ye

ars

.

Wo

rk w

ith t

he

De

pa

rtm

en

t o

f N

atio

na

l D

efe

nc

e a

nd

oth

er d

ep

art

me

nts

an

d

ag

en

cie

s o

f th

e F

ed

era

l Go

vern

me

nt

to e

xpa

nd

th

eir

pre

sen

ce

in H

RM

.

Pote

ntia

l Par

tner

s: A

COA,

DN

D, O

ED, G

HP,

NSB

I, HC

C, H

RM, e

cono

mic

dev

elop

men

t or

gani

zatio

ns, P

rovi

nce

of N

ova

Scot

ia

1. D

eve

lop

an

d p

rom

ote

a c

om

pe

llin

g c

om

mu

nity

bu

sine

ss c

ase

fo

r re

ten

tion

, e

xpa

nsio

n a

nd

att

rac

tion

of

DN

D f

ac

ilitie

s a

nd

oth

er f

ed

era

l go

vern

me

nt

offi

ce

s.

2. D

eve

lop

a m

em

ora

nd

um

of

un

de

rsta

nd

ing

be

twe

en

HR

M a

nd

DN

D t

o f

ac

ilita

te

co

mm

un

ica

tion

an

d d

eve

lop

me

nt

of

issu

es.

3. W

ork

with

pa

rtn

ers

to

ma

xim

ize

th

e fl

ow

of

ind

ust

rial b

en

efit

s fr

om

ma

jor

pro

cu

rem

en

t p

roje

cts

.


accounted for almost all of our population growth. Over this period, net population inflows were about 10,000 people; two-thirds of these were immigrants, and the remaining third were people who moved here from other parts of the province. On the flip side, we lose almost as many people to other provinces as we attract.

out-migrants in-migrants

Inter-provincial

Intra-provincial

International

Source: Nova Scotia Statistical Review 2004

Migration estimates by type of migration, Halifax, 1997 - 2004

Immigration levels have declined. Since their peak in 1995, the number of immigrants to HRM has fallen by more than half. This is cause for concern. Quite simply, immigrants drive our population growth.

Taking Advantage of our UniversitiesHRM boasts six degree-granting institutions and three campuses of the Nova Scotia Community College. Together, these institutions enroll close to 40,000 full and part-time students. Graduates and part-time workers from these institutions have traditionally been the mainstay of our deep and youthful labour pool.

In addition, these post-secondary institutions contribute to economic activity. Indeed, universities are a billion-dollar industry in HRM. They employ 5000 faculty and staff and have a combined operating budget of $565 million. They are major purchasers of goods and services. They generate more than $100 million in research. Their students, and those who visit them, inject about $300 million into the local economy each year.

That is now. The future could look different. Over the next four years the number of children registered for primary classes in Nova Scotia will plummet from 12,500 to 8000. The number of high school graduates is projected to decline by more than 20 percent within the next 10 years. Today 39 percent of those high school graduates go to university in Nova Scotia, the highest rate in Canada.

It will not be enough. Growing, even maintaining, the stability of this important asset requires HRM to become a magnet for post-secondary education. We will have to draw in more of our own, more Canadian and more international students. And we will have to do this while having the highest tuitions in Canada.

Strategies & Actions... continued


Expanding Defence and Federal GovernmentFor 250 years, Halifax Harbour has been a centre of naval activity. Close to 10,000 military and civilian personnel call HRM home. Paying those personnel costs $650 million a year, most of which is spent right here. HRM also benefi ts from billions of dollars in major military procurement, such as the Maritime Helicopter Project, and could benefi t from new defence procurement as the military refurbishes aging equipment.

Department of National Defence employment in HRM 2005

Military Personnel 5,832

Civilian Personnel 2,036

Reserves 5,832

Total Personnel 2,036

Source: Statistics Canada

But HRM has been historically slow to respond to these challenges and opportunities, and we have paid dearly. Cutbacks to defence and federal public sector employment have affected HRM more than any other Canadian city, big or small.

Since 1993, federal employment has fallen by about 6,000 in HRM. Since 1998, most major Canadian cities have added signifi cant new federal employment. HRM was the exception. Most of the cuts and relocations experienced were defence related. HRM could also benefi t from major new initiatives such as DND’s Standing Contingency Task Force. Other opportunities exist as federal government priorities change and new spending opportunities look for a home.

��

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Government Employment in HRM

100 = level of Federal government employment in 1993

Source: Statistics Canada


Leverage Our Creative Community

“The regions that succeed will be those that are magnets for the highly educated, highly mobile, innovative people that high-wage, high-growth companies need to hire. These are cool and distinctive places that welcome newcomers, offer a wide range of quality lifestyle amenities, celebrate their diversity and allow people to validate their identities as creative people. These places offer not just one hot industry or a couple of hot companies, but an array of potential employers for talented people who defi ne themselves in terms of their professions, not their companies. Almost always, they have a thriving urban core that serves as a source of energy and social interaction. Most also have great universities that attract a steady fl ow of young people and new ideas.” — Richard Florida - Author, The Rise of the Creative Class

HRM cannot compete with the rest of the world on cheap labour, geographic advantage or natural resources. We have to, and we can, compete on the basis of our knowledge and skills. We can, and we will, compete on the human factor: people with high levels of skills and education who can choose where they want to live. To attract and hold creative people we will need to boost our social investment in areas like culture and recreation, and we will have to renew HRM’s social capital that creates a caring community.

Our Reality Vibrant growing communities must be healthy and in particular, must have a healthy heart. HRM is an old city by North America standards. Its pattern of growth emanates from the harbour and for most of the last century, follows the development of our highway system. There are signifi cant historical and cultural roots throughout the municipality, with a huge concentration in the downtown cores and along the waterfronts. In HRM, 69 percent of all jobs are located within fi ve kilometres of City Hall compared to only 38 percent in other metropolitan areas in Canada.

Arguably it is this concentration that gives HRM much of its vibrancy and economic muscle. That has us out-classing many larger centres in economic activity, cultural infl uence and visitor attraction. However, between 1996 and 2001, HRM experienced the largest decentralization of population and employment of all Canadian cities. Over this period, 15,000 jobs were created more than 5 kilometres from City Hall while employment declined by 200 jobs within fi ve kilometres of downtown Halifax.

Rural Growth. HRM is by area Canada’s largest community. It includes one of eastern Canada’s most densely populated communities and some of its most rural. HRM is a place of distinct communities, all of which need to actively participate in our future growth. Different strategies are needed to allow balanced growth to happen across the community. Balance is essential to fostering growth while not imposing change that disrupts community identity and builds resentment.

Creative Community. There is an emerging global competition for the human resources and talent needed to create business opportunities and profi t. Well-educated, skilled and, often, young people have emerged as an enterprising and creative class with huge infl uence in the new knowledge economy. In the fi rst industrial revolution, companies located close to natural resources or on trade routes. Workers migrated to where the jobs were. In the knowledge economy, footloose companies are moving to where the creative class wants to live.

“The regions that succeed

will be those that are magnets

for the highly educated,

highly mobile,

innovative people that

high-wage, high-growth

companies need to hire.”

— Richard FloridaAuthor: The Rise of the Creative Class


Leve

rage

Our

Cre

ativ

e C

omm

unit

yC

ha

llen

ge

Stra

teg

y &

Po

ten

tial P

art

ne

rsA

ctio

ns

(pri

ori

ty a

ctio

ns

are

hig

hlig

hte

d)

HRM’s Urban HeartH

RM

’s c

ap

ital d

istr

ict

is n

ot

gro

win

g a

nd

e

mp

loym

en

t g

row

th is

sta

gn

an

t. R

ese

arc

h

sho

ws

tha

t th

e w

orld

’s b

est

citi

es

mu

st h

ave

a

he

alth

y h

ea

rt. R

ese

arc

h a

lso

sh

ow

s th

at

cre

ativ

ity

in a

rts

an

d c

ultu

re a

nd

in b

usi

ne

ss

is a

fu

nc

tion

of

de

nsi

ty a

nd

pro

xim

ity.

O

ur d

en

sity

ad

van

tag

e is

ero

din

g.

Ensu

re a

vib

ran

t, h

ea

lthy

an

d

att

rac

tive

do

wn

tow

n t

o m

ake

HR

M a

w

orld

-cla

ss u

rba

n c

en

tre

.

Pote

ntia

l Par

tner

s: G

HP,

HR

M,

dow

ntow

n bu

sine

ss c

omm

issi

ons,

un

iver

siti

es

1. E

sta

blis

h n

ew

an

d e

nh

an

ce

d m

ain

ten

an

ce

initi

ativ

es

an

d s

tan

da

rds

with

a

fo

cu

s o

n y

ea

r-ro

un

d, 2

4/7

ac

ce

ssib

ility

. En

ga

ge

th

rou

gh

a p

ub

lic/p

riva

te

ap

pro

ac

h t

ha

t e

mp

ha

size

s in

div

idu

al a

nd

bu

sine

ss re

spo

nsib

ility

an

d

ste

wa

rdsh

ip.

2. In

cre

ase

ca

pita

l an

d o

pe

ratin

g in

vest

me

nt

an

d m

axi

miz

e le

vera

ge

with

oth

er

leve

ls o

f g

ove

rnm

en

t a

nd

bu

sine

ss t

o c

rea

te a

n a

ttra

ctiv

e a

nd

ac

tive

urb

an

sp

ac

e in

th

e C

ap

ital D

istric

t.

3. A

do

pt

urb

an

gu

ide

line

s fo

r ne

w d

eve

lop

me

nt

tha

t w

ou

ld f

ea

ture

sig

na

ture

p

roje

cts

, pu

blic

art

an

d p

rese

rva

tion

of

hist

oric

al c

ha

rac

ter.

4. E

nsu

re t

ha

t m

un

icip

al t

ax,

po

licie

s a

nd

reg

ula

tion

s a

re s

en

sitiv

e a

nd

su

pp

ort

ive

of

ec

on

om

ic d

rive

rs s

uc

h a

s th

e u

niv

ers

itie

s, h

osp

itals,

DN

D,

go

vern

me

nt

offi

ce

s, fi

na

nc

e, i

nsu

ran

ce

an

d p

rofe

ssio

na

l se

rvic

es.

5. S

upp

ort

the

de

velo

pm

ent

of n

ew

tra

nsit

co

rrid

ors

as

pro

po

sed

in th

e R

eg

iona

l Pla

n.

HRM’s Rural Heart

Ru

ral a

rea

s a

nd

th

e r

ura

l co

mm

ute

r-sh

ed

a

cc

ou

nt

for a

bo

ut

10 p

erc

en

t o

f e

mp

loym

en

t a

nd

ha

ve a

mo

re f

rag

ile e

co

no

my

tha

n

oth

er p

art

s o

f H

RM

. Ru

ral e

co

no

mie

s a

nd

ru

ral c

ha

rac

ter n

ee

d t

o b

e s

tre

ng

the

ne

d

an

d c

on

ne

ctio

ns

to u

rba

n a

rea

s im

pro

ved

.

Reco

gni

ze a

nd e

nha

nce

the

cont

ribut

ions

o

f rur

al a

rea

s to

HRM

’s e

cono

my.

Pote

ntia

l Par

tner

s: A

CO

A,

HR

DA

, H

RM

, H

RSD

C,

GH

P, O

ED,

com

mun

ity

orga

niza

tion

s, U

nite

d W

ay,

univ

ersi

ties

1. F

ost

er c

om

mu

nity

ec

on

om

ic d

eve

lop

me

nt

in ru

ral a

rea

s a

nd

rura

l c

om

mu

ter-

she

ds

to e

nh

an

ce

th

e d

ive

rsity

of

the

reg

ion

al e

co

no

my

an

d o

ffe

r e

mp

loym

en

t a

nd

loc

al s

erv

ice

s to

resid

en

ts.

2. P

rote

ct

the

ch

ara

cte

r an

d id

en

tity

of

rura

l co

mm

un

itie

s. H

elp

th

em

su

sta

in

the

ir c

ultu

ral a

nd

ec

o-t

ou

rism

ass

ets

.

HRM’s Creative Community

HR

M is

fa

cin

g a

lab

ou

r sh

ort

ag

e. W

e

are

co

mp

etin

g w

ith t

he

rest

of

the

w

orld

fo

r th

e “

cre

ativ

e p

eo

ple

” w

ho

will

d

rive

th

e e

co

no

my

of

the

fu

ture

.

Cre

ate

an

d m

ain

tain

a p

lac

e o

f o

pp

ort

un

ity a

nd

inte

rest

fo

r cre

ativ

e

pe

op

le.

Pote

ntia

l Par

tner

s: A

CO

A,O

ED,

GH

P,

univ

ersi

ties

, U

nite

d W

ay,

com

mun

ity

&

imm

igra

nt o

rgan

izat

ions

1. D

eve

lop

a C

rea

tive

Co

mm

un

ity S

tra

teg

y w

hic

h in

teg

rate

s c

ultu

ral,

imm

igra

tion

, ca

pita

l dist

rict,

un

ive

rsity

an

d g

lob

al s

tra

teg

ies.

HRM’s Regional Plan

HR

M’s

Re

gio

na

l Pla

n p

rovi

de

s a

th

ou

gh

tfu

l a

nd

ve

tte

d a

pp

roa

ch

th

at

ca

n s

up

po

rt

ou

r ec

on

om

ic v

isio

n a

nd

go

als

. Its

re

co

mm

en

da

tion

s a

re d

esi

gn

ed

to

p

rese

rve

an

d p

rote

ct

wh

at

we

va

lue

in

ou

r co

mm

un

ity

– o

ur c

ultu

re, o

ur

en

viro

nm

en

t a

nd

ou

r sp

ec

ial p

lac

es.

Sup

po

rt t

he

prin

cip

les,

go

als

an

d

imp

lem

en

tatio

n o

f th

e R

eg

ion

al

Pla

n a

s a

crit

ica

l pie

ce

in m

aki

ng

H

RM

a h

ea

lthy,

via

ble

, su

sta

ina

ble

c

om

mu

nity

.

Pote

ntia

l Par

tner

s: G

HP, H

CC, H

RM, H

RDA,

do

wnt

own

busi

ness

com

mis

sion

s,

neig

hbou

rhoo

ds, v

olun

teer

gro

ups

1. E

nc

ou

rag

e a

va

riety

of

qu

alit

y n

eig

hb

ou

rho

od

s, c

en

tre

d o

n a

vib

ran

t d

ow

nto

wn

an

d c

om

me

rcia

l ce

ntr

es.

2. W

ork

to

en

sure

th

at

the

urb

an

co

re h

as

a h

igh

er d

en

sity

of

pe

op

le a

nd

e

mp

loym

en

t a

nd

co

ntin

ue

s to

be

th

e f

oc

us

for c

ultu

re a

nd

to

uris

m, b

usin

ess

, g

ove

rnm

en

t a

nd

un

ive

rsity

em

plo

yme

nt.

3. C

on

tinu

e im

pro

vem

en

ts t

o e

xist

ing

pu

blic

tra

nsit

an

d e

xplo

re n

ew

op

tion

s

ex:

fa

st f

err

y, ra

il c

ut

to im

pro

ve a

cc

ess

an

d re

du

ce

co

ng

est

ion

.)

HRM Investment

Inve

stm

en

t in

so

cia

l an

d c

ultu

ral i

nfr

ast

ruc

ture

h

as

no

t ke

pt

pa

ce

with

oth

er C

an

ad

ian

c

om

mu

niti

es.

Exi

stin

g in

fra

stru

ctu

re n

ee

ds

ren

ew

al.

HR

M c

om

pe

tes

with

th

e w

orld

fo

r bu

sin

ess

. An

exc

elle

nt

qu

alit

y o

f lif

e is

a

n im

po

rta

nt

fac

tor i

n a

ttra

ctin

g t

he

kin

d

of

hig

h g

row

th, h

igh

wa

ge

bu

sin

ess

we

n

ee

d t

o g

row

HR

M. C

om

pa

rativ

e m

ea

sure

s fo

r pu

blic

sa

fety

an

d p

rop

ert

y c

rime

s a

s w

ell

as

qu

alit

y o

f p

rima

ry a

nd

se

co

nd

ary

e

du

ca

tion

do

no

t p

rese

ntly

fa

vou

r HR

M.

De

term

ine

th

e s

oc

ial i

nve

stm

en

t p

riorit

ies

for o

ur c

om

mu

nity

th

at

refle

ct

the

pre

fere

nc

es

of

tho

se w

ho

liv

e h

ere

.

Pote

ntia

l Par

tner

s: H

RM, H

PA, H

RSB,

Fe

dera

l Gov

ernm

ent,

Prov

ince

of N

ova

Scot

ia, W

DC

1. E

sta

blis

h a

n in

terg

ove

rnm

en

tal,

pu

blic

/priv

ate

bo

dy

to lo

ok

at

cu

ltura

l po

licy,

p

lan

nin

g p

riorit

ies

an

d in

vest

me

nt.

2. B

uild

su

pp

ort

an

d w

ork

to

fa

st t

rac

k so

cia

l in

vest

me

nt

pro

jec

ts t

ha

t a

re

alre

ad

y w

ell

ad

van

ce

d.

3. T

ake

dire

ctio

n f

rom

HR

M’s

Cu

ltura

l Pla

n in

se

ttin

g in

vest

me

nt

prio

ritie

s.

4. E

nsu

re t

ha

t H

RM

is c

on

side

red

on

e o

f C

an

ad

a’s

sa

fest

citi

es.

5. D

eve

lop

an

d s

ust

ain

fu

nd

ing

an

d p

olic

ies

tha

t su

pp

ort

a c

rea

tive

e

nvi

ron

me

nt

in p

rima

ry t

o 1

2 e

du

ca

tion

in H

RM

.

6. C

ha

mp

ion

a re

ne

wa

l of

HR

M’s

so

cia

l ca

pita

l th

rou

gh

an

em

ph

asis

on

citi

zen

s,

bu

sine

ss a

nd

vo

lun

tee

r org

an

iza

tion

-ba

sed

initi

ativ

es

tha

t b

uild

prid

e o

f p

lac

e.


Young savvy workers can increasingly find employment in places they are drawn to. Less traditional and more readily accessible amenities are important to these people. They look to be stimulated in their creative work by an edgier and more creative environment. Their culture tends to be 24/7, vibrant and often irreverent. They look for an open, imaginative environment that accepts their lifestyle and centres where artistic and cultural activities are vital, visible and experiential. More than anything else, creative communities thrive on density and proximity to universities. Not surprisingly, these same two factors are key to the clustering and growth of business in the knowledge economy.

While creative people prefer urban settings for living, they also want to be close to nature. They want to hear the crash of ocean waves, meander along a river stream, hike a mountain, breathe in fresh air and drink clean water. Older creative class workers also want interesting recreational and educational amenities for their families. As well, they are concerned with traditional quality-of-life measures like safety and good schools for their kids.

Regional Plan. HRM’s regional planning process has laid a foundation to better understand the choices that need to be made as we adapt to and promote growth. These choices will determine what we protect and enhance to achieve the quality of life our residents want. The plan will also identify areas to encourage a critical mass of people and businesses, allowing for efficient access to public services.

Investing in Community. The quality community we achieve for our residents will be a magnet for attracting newcomers to our community. HRM is blessed with a good foundation of social investment. However, in recent years, public spending on amenities and facilities has been lower compared to our counterparts across the country. We must draw upon all our resources and leverage all our partners to reinvest in the social side of our community.

The public and the business community in HRM are enthusiastic about the need to support social investment, in particular in the heart of our community. Consultation around the Regional Plan, the Halifax Chamber of Commerce’s Economic Summit, and HRM’s Economic Strategy highlight a growing level of frustration about the lack of attention paid to maintenance and capital investment, particularly in the Capital District.

HRM has responsibility for the provision of basic infrastructure such as water, sewer, streets and roads, sidewalks, streetlights, traffic control, public transit, and recreational facilities. In the areas of “softer” infrastructure, such as cultural facilities and programs, responsibility is less clear. In Nova Scotia, municipal investment in soft infrastructure has been minimal, reflecting a split in provincial/municipal service responsibilities. This has not been the case in other provinces that have found ways to make important cultural and social investments. We have to do the same.

Social Capital. While we need the “bricks and mortar” social investment, improving how we feel about each other and our community is as important. Social capital can be thought of as the informal networks of people that not only provide a sense of social cohesion but also bring measurable benefits of health, happiness, feelings of safety, and civility. The level of social capital or social cohesion in a community predicts a lot about where a community is going. For example, large, spread-out communities and subdivisions lack a sense of community, lack the feeling of safety that comes with the “eyes on the street” aspect of more densely packed communities.

Creating a high-quality, livable community takes more than enlightened investment by governments. It also requires residents, volunteer organizations, and business to do their part. It takes an investment by citizens who look out for neighbours and take exceptional pride in their neighbourhoods. It shows up in the pride of homeowners who plant gardens, seed lawns, shovel snow down to the concrete, and keep an eye on the house next door. It takes investment by businesses that recognize that scraping gum off sidewalks and fixing up their storefront is good for HRM and good for business.

Leverage Our Creative Community... continued


“We are not creatures of

circumstance; we are creators

of circumstance.”

— Benjamin Disraeli, Former British Prime Minister

Create A Gung-Ho Business Climate

Businesses grow when conditions exist that make it profitable to do so. A good business climate does not evolve, it is created. To get there we have to benchmark against the competition and adopt best practices wherever we can. A good business climate is also a moving target. The fact that we have one today, is no guarantee for tomorrow.

We also have to recognize that creating a business climate conducive to growing sectors that drive our economy, is vital. Understanding which sectors provide that economic boost is a vital part of any strategy.

Many businesses just need to tap into a growing economy to prosper. For example, retail and service businesses, homebuilders and hair cutters fit into this category. As long as an economy is growing, they do just fine. But what creates this growth?

Economies grow thanks to firms that target markets outside our region or have developed products or services with markets worldwide. Just as people look for creative communities to put down roots, companies facing global competition look for places that are business friendly.

Our Reality Our growth depends on outward-facing businesses that bring money into our community.

If outward-looking businesses do not grow, the economy will not grow. Consumer spending declines, retailers start hurting, small businesses start to disappear, housing demand evaporates, tax revenues stop growing and a community’s ability to provide services to its people erodes. Eventually, population growth stops, the downward spiral begins, and a community goes on life support.

Progressive communities pay close attention to their competitive position and how it affects export-oriented industries. They know that a good business climate can mean the life or death of a business and a community. HRM needs to first understand its competitive position and then take steps to improve that position.

Business generally likes the climate in HRM. According to a Smart Business survey, most like what they see, feel the business climate is better than it was in the past, and believe it will improve in the future. However, a third of companies surveyed feel that our business climate is either “fair” or “poor.” A good business climate is a moving target. Cities compete for people and for business. Smart cities understand that they have three growth choices: decline, stagnation, or growth. Most cities choose growth and they know a constantly improving business climate is their way to get there.

Business climate includes issues of tax competitiveness; availability and quality of public services; business regulations; physical infrastructure (highways, utilities, etc.); quality of life (crime, education, etc.); business incentives; and other factors that directly affect the ease and profitability of doing business in a particular region. Business climate really boils down to cost of doing business. It is a relative measure, one where HRM competes against nearby and distant communities.

So the decisions we make on business climate are critical. Decisions that lead to a cleaner, more welcoming downtown will provide that


Cre

ate

a G

ung

Ho

Bus

ines

s C

lim

ate

Ch

alle

ng

eSt

rate

gy

& P

ote

ntia

l Pa

rtn

ers

Ac

tion

s (p

rio

rity

ac

tion

s a

re h

igh

light

ed

)Tax and Regulation

Taxe

s a

ffe

ct

bu

sin

ess

de

cis

ion

s to

inve

st a

nd

inn

ova

te

as

we

ll a

s p

eo

ple

’s d

ec

isio

ns

on

wh

ere

th

ey

live

a

nd

wo

rk. W

hile

ta

xes

pa

y fo

r pu

blic

se

rvic

es,

ta

xes

tha

t a

re t

oo

hig

h a

nd

levi

ed

ine

ffic

ien

tly a

ffe

ct

ec

on

om

ic g

row

th a

nd

eve

ntu

ally

, th

ose

sa

me

p

ub

lic s

erv

ice

s. C

urr

en

t p

rovi

nc

ial a

nd

loc

al t

ax

reg

ula

tory

po

licie

s a

re w

ork

ing

ag

ain

st e

xpo

rt

orie

nte

d g

row

th d

rive

rs in

HR

M’s

ec

on

om

y.

Ensu

re t

ha

t a

co

mp

etit

ive

ta

x a

nd

re

gu

lato

ry re

gim

e s

up

po

rts

HR

M’s

g

row

th d

rive

rs.

Pote

ntia

l Par

tner

s: G

HP, H

RM, b

usin

ess

orga

niza

tions

, Pro

vinc

ial G

over

nmen

t

1. B

en

ch

ma

rk t

ax,

reg

ula

tion

an

d d

eve

lop

me

nt

pe

rmit

ap

pro

vals/

timin

g

ag

ain

st c

om

pe

ting

citi

es.

2. D

ete

rmin

e t

he

imp

ac

t o

f ta

x b

urd

en

on

ec

on

om

ic g

row

th. D

eve

lop

ta

rge

ts t

o e

nh

an

ce

th

e re

gio

n’s

lon

g-t

erm

co

mp

etit

ive

ne

ss.

Re

co

mm

en

d t

he

be

st m

ix o

f ta

x c

ha

ng

es

to m

ee

t th

ose

ta

rge

ts

co

nsid

erin

g t

ho

se b

ase

d o

n re

du

cin

g t

he

ove

rall

co

mm

erc

ial t

ax

bu

rde

n

thro

ug

h c

ha

ng

es

in t

he

ta

x ra

tes

or t

he

co

mm

erc

ial t

ax

mu

ltip

lier;

intr

od

uc

ing

ne

w c

lass

es

of

co

mm

erc

ial a

sse

ssm

en

t o

r diff

ere

nt

typ

es

of

co

mm

erc

ial t

axe

s; a

nd

ad

din

g a

dd

itio

na

l fe

atu

re t

o t

he

ta

x sy

ste

m

co

nsid

erin

g in

ce

ntiv

es,

gra

du

ate

d ra

tes

an

d t

ax

zon

es.

Su

pp

ort

th

e

on

go

ing

wo

rk in

HR

M re

ga

rdin

g t

ax

refo

rm/r

eve

nu

e s

tra

teg

y.

3. D

ed

ica

te re

sou

rce

s to

str

ea

mlin

e re

vie

w a

nd

ap

pro

val p

roc

ess

es

for

sign

ific

an

t n

ew

resid

en

tial,

ind

ust

rial a

nd

co

mm

erc

ial e

xpa

nsio

ns

wh

ile

me

etin

g c

om

mu

nity

ob

jec

tive

s.

4. Im

ple

me

nt

a re

gu

lato

ry a

nd

po

licy

ch

ec

klist

to

en

sure

bu

sine

ss c

ost

s a

nd

be

ne

fits

are

alw

ays

co

nsid

ere

d w

he

n c

ha

ng

es

to re

gu

latio

ns

an

d

po

licie

s a

re b

ein

g p

lan

ne

d.

5. E

nsu

re t

ha

t p

olic

ies,

po

licy

imp

lem

en

tatio

n a

nd

po

licy

inte

rpre

tatio

n a

re

time

ly, f

air

an

d re

aso

na

ble

.

6. A

dju

st p

olic

ies

an

d t

axe

s to

en

co

ura

ge

bu

sine

ss d

en

sity

an

d c

lust

erin

g o

f e

co

no

mic

ac

tivity

.

Infrastructure Investment

HR

M’s

ca

pita

l exp

en

ditu

re is

we

ll b

elo

w le

vels

in

co

mp

ara

ble

citi

es.

HR

M h

as

a y

ea

rly $

30

mill

ion

C

ap

ac

ity

Ga

p, a

dd

itio

na

l ca

pita

l exp

en

ditu

re is

n

ee

de

d. N

ew

ca

pa

cit

y re

qu

irem

en

ts w

ill c

ost

$1.

7 to

$

2 b

illio

n o

ver 2

5 ye

ars

. Th

ere

ne

ed

s to

be

trip

art

ite

ag

ree

me

nt

on

infr

ast

ruc

ture

prio

ritie

s b

etw

ee

n t

he

th

ree

leve

ls o

f g

ove

rnm

en

t. H

RM

’s in

fra

stru

ctu

re

ne

ed

s sh

ou

ld b

e p

riorit

ize

d a

nd

eva

lua

ted

fro

m

an

ec

on

om

ic-i

mp

ac

t p

ers

pe

ctiv

e. T

his

inc

lud

es

exi

stin

g s

tru

ctu

res

in n

ee

d o

f im

pro

vem

en

t a

nd

ke

y m

issi

ng

pie

ce

s o

f in

fra

stru

ctu

re.

Beg

in t

o im

me

dia

tely

ad

dre

ss H

RM

’s

infr

ast

ruc

ture

de

ficit.

Pote

ntia

l Par

tner

s: H

RM, W

TCC,

bus

ines

s co

mm

unity

, Des

tinat

ion

Halif

ax, p

rovi

ncia

l an

d fe

dera

l gov

ernm

ent,

gate

way

par

tner

s

1. D

eve

lop

an

ag

ree

me

nt

on

HR

M in

fra

stru

ctu

re p

riorit

ies

be

twe

en

th

e

thre

e le

vels

of

go

vern

me

nt

an

d c

om

mu

nic

ate

ou

tco

me

s. Id

en

tify

prio

ritie

s u

sing

an

aly

ses

of

co

mm

un

ity a

nd

ec

on

om

ic im

pa

ct.

2. B

ring

infr

ast

ruc

ture

sp

en

din

g u

p t

o a

pp

rop

riate

co

mp

ara

ble

sta

nd

ard

s.

3. S

up

po

rt t

he

Str

ate

gic

Jo

int

Re

gio

na

l Tra

nsp

ort

atio

n P

lan

nin

g C

om

mitt

ee

to

co

ord

ina

te b

ridg

e, r

oa

d a

nd

pu

blic

tra

nsit

prio

ritie

s. C

oo

rdin

ate

in

vest

me

nt

prio

ritie

s w

ith t

he

Ha

lifa

x G

ate

wa

y C

ou

nc

il.

4. D

eve

lop

a p

art

ne

rsh

ip in

clu

din

g b

usin

ess

an

d t

he

th

ree

leve

ls o

f g

ove

rnm

en

t to

de

velo

p t

he

infr

ast

ruc

ture

ne

ed

ed

to

en

ha

nc

e H

RM

’s

sta

tus

as

an

inte

rna

tion

al c

on

ven

tion

de

stin

atio

n s

o t

ha

t H

RM

ca

n a

ct

as

a d

est

ina

tion

ma

gn

et

for N

ova

Sc

otia

to

uris

m.

5. M

axi

miz

e o

pp

ort

un

itie

s o

f th

e f

ed

era

l Ne

w D

ea

l fo

r Citi

es

an

d

Co

mm

un

itie

s to

inve

st in

ec

on

om

ic in

fra

stru

ctu

re t

ha

t le

ver g

row

th.

Access to Capital

Ac

ce

ss t

o c

ap

ital i

s o

ne

of

the

to

p

issu

es

pre

ven

ting

HR

M b

usi

ne

sse

s fr

om

re

ac

hin

g t

he

ir fu

ll g

row

th p

ote

ntia

l.

Ensu

re a

vaila

bili

ty o

f c

ap

ital i

s n

ot

a

ba

rrie

r to

bu

sine

ss s

uc

ce

ss.

Pote

ntia

l Par

tner

s: A

COA,

GHP

, HRD

A, N

SBI,

OED

, fin

anci

al in

stitu

tions

, Gro

wth

Wor

ks

1. D

eve

lop

re

ferr

al c

ap

ab

ilitie

s to

en

sure

co

mp

an

ies

loo

kin

g f

or

fina

nc

ing

a

re d

irec

ted

to

ava

ilab

le s

ou

rce

s.

2. Im

pro

ve t

he

ava

ilab

ility

of

ven

ture

ca

pita

l in

HR

M.

Business Development Tool Kit

Mo

st c

om

mu

niti

es

in N

ort

h A

me

rica

off

er a

va

riety

o

f p

rog

ram

s fo

r exp

an

din

g a

nd

relo

ca

ting

bu

sin

ess

. A

cc

ord

ing

to

th

e U

nite

d N

atio

ns

Surv

ey

of

Inve

stm

en

t,

mo

re t

ha

n t

hre

e q

ua

rte

rs o

f c

om

mu

niti

es

up

da

te

or e

nh

an

ce

th

eir

inc

en

tive

s e

ac

h y

ea

r. Th

ey

do

th

is w

ith t

he

inte

nt

of

ge

ne

ratin

g b

roa

d e

co

no

mic

g

row

th a

nd

inc

rem

en

tal t

ax

reve

nu

es.

HR

M a

nd

o

the

r No

va S

co

tia c

om

mu

niti

es

cu

rre

ntly

ha

ve n

o

leg

isla

tive

au

tho

rity

for t

he

se k

ind

s o

f in

vest

me

nts

b

ec

au

se o

f re

stric

tive

pro

vin

cia

l le

gis

latio

n.

Ensu

re t

ha

t H

RM

do

es

no

t la

g b

eh

ind

o

the

r re

gio

ns

in C

an

ad

a in

th

e

de

velo

pm

en

t a

nd

use

of

bu

sine

ss

gro

wth

to

ols.

Pote

ntia

l Par

tner

s: G

HP, H

RM, N

SBI,

OED

, ec

onom

ic d

evel

opm

ent o

rgan

izat

ions

, fe

dera

l/pr

ovin

cial

/mun

icip

al g

over

nmen

ts,

Gat

eway

Par

tner

s

1. B

en

ch

ma

rk t

he

gro

win

g u

se o

f b

usin

ess

inc

en

tive

s in

oth

er j

uris

dic

tion

s.

2. C

on

side

r th

e u

se o

f in

ce

ntiv

e s

tra

teg

ies

as

a w

ay

to a

ssist

bu

sine

ss

de

velo

pm

en

t in

ta

rge

ted

are

as

of

HR

M.

3. W

ork

with

ec

on

om

ic d

eve

lop

me

nt

org

an

iza

tion

s a

nd

ga

tew

ay

pa

rtn

ers

to

de

velo

p c

om

pe

titiv

e in

ce

ntiv

e p

ac

kag

es

for b

usin

ess

loc

atio

n a

nd

e

xpa

nsio

n.


Business Retention and Expansion

Up

to 8

0 %

of j

ob

s c

rea

ted

in H

RM

are

cre

ate

d b

y e

xist

ing

bu

sin

ess

. Exi

stin

g b

usi

ne

ss p

rog

ram

s fo

cu

sed

o

n re

tain

ing

an

d e

xpa

nd

ing

ke

y b

usi

ne

ss a

re h

igh

ly

co

st-e

ffe

ctiv

e to

ols

for j

ob

cre

atio

n. B

RE

pro

gra

ms

he

lp

co

mp

an

ies

pu

t do

wn

de

ep

er r

oo

ts, fl

ag

co

mp

an

ies

in

da

ng

er o

f mo

vin

g o

r fa

cin

g s

eve

re c

ha

llen

ge

s a

nd

allo

w

co

mm

un

itie

s to

ide

ntify

an

d d

ea

l with

th

e ra

ng

e o

f iss

ue

s th

at c

on

stra

in b

usi

ne

ss s

uc

ce

ss. H

RM

ha

s d

eve

lop

ed

a

lea

din

g a

pp

roa

ch

to b

usi

ne

ss re

tent

ion

an

d e

xpa

nsi

on

at t

he

loc

al l

eve

l. N

SBI i

mp

lem

ent

ed

on

e o

f th

e fi

rst m

ulti

-c

om

mu

nity

BR

E p

rog

ram

s in

Ca

na

da

.

De

velo

p a

co

mp

reh

en

sive

an

d

pe

rma

ne

nt

bu

sine

ss v

isita

tion

an

d

ou

tre

ac

h in

itia

tive

in H

RM

.

Pote

ntia

l Par

tner

s: A

COA,

GHP

, HRD

A, N

SBI,

OED

1. D

eve

lop

a p

erm

an

en

t b

usin

ess

rete

ntio

n a

nd

exp

an

sion

ca

pa

bili

ty in

H

RM

.

2. Im

ple

me

nt

a “

We

lco

me

” p

rog

ram

fo

r bu

sine

ss a

nd

bu

sine

ss p

rofe

ssio

na

ls w

he

n re

loc

atin

g t

o H

RM

.

Investment Attraction

Ne

w f

ore

ign

inve

stm

en

ts in

co

mm

un

itie

s b

ring

ne

w

ide

as,

hig

he

r wa

ge

job

s, o

pp

ort

un

itie

s fo

r exi

stin

g

bu

sin

ess

, in

cre

ase

d in

du

stria

l div

ers

ity

an

d t

ax

reve

nu

e f

or g

ove

rnm

en

t. T

he

se b

en

efit

s g

en

era

te

inte

nse

an

d g

lob

al c

om

pe

titio

n f

or n

ew

pla

nts

an

d

serv

ice

pro

vid

ers

. Ne

w in

vest

me

nt

is v

ital t

o t

he

c

on

tinu

ed

gro

wth

an

d h

ea

lth o

f H

RM

.

De

velo

p a

pa

rtn

ers

hip

ap

pro

ac

h t

o

inve

stm

en

t a

ttra

ctio

n in

HR

M w

he

re

role

s, re

spo

nsib

ilitie

s a

nd

rule

s o

f e

ng

ag

em

en

t a

re c

lea

rly id

en

tifie

d.

Pote

ntia

l Par

tner

s: A

COA,

GHP

, HCC

, HRM

, N

SBI,

OED

, bus

ines

s co

mm

unity

, gat

eway

pa

rtne

rs

1. D

eve

lop

rule

s o

f e

ng

ag

em

en

t a

mo

ng

ec

on

om

ic d

eve

lop

me

nt

org

an

iza

tion

s a

ctiv

e in

HR

M t

ha

t a

llow

fo

r id

en

tific

atio

n o

f lo

ng

te

rm a

nd

ye

arly

ta

rge

ts a

nd

prio

ritie

s w

ith t

he

ob

jec

tive

to

ma

xim

ize

leve

rag

e a

nd

e

limin

ate

du

plic

atio

n o

f e

ffo

rt.

2. F

oc

us

inve

stm

en

t a

ttra

ctio

n e

ffo

rts

on

hig

h w

ag

e s

ec

tors

wh

ere

HR

M

ha

s a

cle

ar c

om

pe

titiv

e a

dva

nta

ge

. In

pa

rtic

ula

r, e

ffo

rts

of

inve

stm

en

t a

ttra

ctio

n s

ho

uld

be

fo

cu

sed

on

ne

ar s

ho

ring

(o

uts

ou

rcin

g t

o n

ea

rby

co

un

trie

s w

he

re t

he

tim

e z

on

e is

no

t a

fa

cto

r) o

pp

ort

un

itie

s in

th

e

soft

wa

re a

nd

fin

an

cia

l se

cto

rs, l

og

istic

s a

nd

life

sc

ien

ce

s.

Global Trade Expansion

No

va S

co

tia is

less

exp

ort

orie

nte

d t

ha

n m

ost

oth

er

Ca

na

dia

n p

rovi

nc

es.

HR

M’s

ec

on

om

y is

larg

ely

a lo

ca

l se

rvic

e e

co

no

my.

HR

M’s

exp

ort

ba

se is

th

in a

nd

larg

ely

se

rvic

e o

rient

ed

. If H

RM

is to

co

ntin

ue

to g

row

, we

will

h

ave

to g

row

co

mp

an

ies

tha

t ha

ve a

reg

ion

al,

na

tion

al

an

d g

lob

al f

oc

us.

Th

ese

co

mp

an

ies

exp

ort

th

eir

pro

du

cts

a

nd

se

rvic

es

an

d b

ring

mo

ne

y in

to t

he

loc

al e

co

no

my

tha

t driv

es

the

gro

wth

of l

oc

ally

foc

use

d b

usi

ne

ss.

Wo

rk w

ith p

art

ne

r org

an

iza

tion

s to

d

eve

lop

a t

rad

e s

tra

teg

y fo

cu

sed

o

n e

xpa

nd

ing

na

tion

al a

nd

glo

ba

l o

pp

ort

un

itie

s fo

r HR

M b

usin

ess

an

d

inst

itutio

ns.

Wo

rk in

pa

rtn

ers

hip

to

id

en

tify

sho

rt a

nd

lon

g-t

erm

prio

ritie

s.

Pote

ntia

l Par

tner

s: A

COA,

GHP

, HRM

, HRD

A,

IC, N

SBI,

Prov

inci

al T

rade

Com

mitt

ee

1. W

ork

with

No

va S

co

tia t

rad

e p

art

ne

rs t

o in

form

an

d e

du

ca

te H

RM

b

usin

ess

ab

ou

t e

xpo

rtin

g. I

de

ntif

y a

nd

ass

ist t

rad

e-r

ea

dy

co

mp

an

ies

to

en

ter n

ew

ma

rke

ts.

2. W

ork

with

pa

rtn

ers

to

de

velo

p a

se

rvic

e-s

ec

tor e

xpo

rt s

tra

teg

y fo

cu

sed

o

n b

uild

ing

on

HR

M’s

ma

in s

tre

ng

ths

in e

du

ca

tion

, so

ftw

are

, we

b d

esig

n,

fina

nc

ial s

erv

ice

s, lo

gist

ics,

etc

.3.

Gro

w b

usin

ess

de

velo

pm

en

t o

pp

ort

un

itie

s b

y d

eve

lop

ing

lin

kag

es

with

w

orld

city

org

an

iza

tion

s lik

e t

he

Wo

rld E

ne

rgy

City

Pa

rtn

ers

hip

.

Management Skills and Entrepreneurship

Ma

nag

em

ent

ski

ll g

ap

s c

an

be

roa

db

loc

ks to

gro

win

g

a c

om

pa

ny o

r gro

win

g a

n e

co

nom

y. G

ap

s e

xist

e

very

whe

re: i

nte

rna

tiona

l ma

rke

ting

, suc

ce

ssio

n p

lann

ing

, ent

rep

rene

ursh

ip a

nd c

om

pe

titiv

e in

form

atio

n.

HRM

bus

ine

sse

s ha

ve a

hig

h fa

ilure

rate

, la

ck

of g

lob

al

orie

nta

tion

and

a h

igh

rate

of m

atu

re o

wne

rshi

p. T

ime

ly

ac

ce

ss to

qua

lity

info

rma

tion

is c

ritic

al f

or e

sta

blis

hed

c

om

pa

nie

s p

lann

ing

exp

ans

ion

and

ne

w b

usin

ess

es

co

nsid

erin

g H

RM a

s a

loc

atio

n. A

we

ll-ho

ned

inte

llig

enc

e

ca

pa

bili

ty a

llow

s c

om

mun

itie

s to

sta

y c

om

pe

titiv

e a

nd

be

tte

r und

ers

tand

em

erg

ing

op

po

rtun

itie

s a

nd c

halle

nge

s.

Pro

vid

e b

usin

ess

in H

RM

with

a

wid

e ra

ng

e o

f o

pp

ort

un

itie

s fo

r m

an

ag

em

en

t a

nd

en

tre

pre

ne

urs

hip

tr

ain

ing

. Pro

vid

e t

ime

ly a

nd

qu

alit

y b

usin

ess

info

rma

tion

an

d in

telli

ge

nc

e.

Pote

ntia

l Par

tner

s: A

COA,

GHP

, HRD

A, N

SBI,

OED

, bus

ines

s or

gani

zatio

ns, e

cono

mic

de

velo

pmen

t org

aniz

atio

ns, u

nive

rsiti

es

1. M

ain

tain

and

imp

rove

ac

ce

ss to

ma

nag

em

ent

and

ent

rep

rene

ursh

ip tr

ain

ing

.

2. A

ssist

bu

sine

sse

s, p

art

icu

larly

th

ose

in ru

ral a

rea

s, w

ith s

uc

ce

ssio

n

pla

nn

ing

.

3. E

nsu

re t

ha

t m

ec

ha

nism

s a

re in

pla

ce

to

de

al w

ith re

qu

est

s fo

r bu

sine

ss

info

rma

tion

in a

tim

ely

an

d p

rofe

ssio

na

l ma

nn

er.

4. C

on

tinu

e t

o b

en

ch

ma

rk H

RM

’s e

co

no

mic

pe

rfo

rma

nc

e a

nd

bu

sine

ss

clim

ate

ag

ain

st o

the

r sim

ilar j

uris

dic

tion

s.

Office Space

Ac

ce

ss t

o o

ffic

e a

nd

ind

ust

rial s

pa

ce

, alo

ng

with

a

vaila

bili

ty o

f la

bo

ur,

is a

mo

ng

th

e t

op

five

de

cis

ion

c

rite

ria a

ffe

ctin

g b

usi

ne

ss lo

ca

tion

. Bu

sin

ess

sp

ac

e is

in

sh

ort

su

pp

ly in

HR

M. S

pe

cu

lativ

e c

on

stru

ctio

n is

rare

. Li

ttle

ne

w o

ffic

e c

on

stru

ctio

n o

cc

urr

ed

in t

he

Ca

pita

l D

istr

ict

in t

he

last

tw

o d

ec

ad

es.

So

me

bu

sin

ess

pa

rks

with

in H

RM

are

pro

vin

cia

lly o

wn

ed

an

d s

uff

er f

rom

lac

k o

f ma

rke

ting

an

d d

eve

lop

me

nt

eff

ort

s. H

RM

bu

sin

ess

p

ark

s o

nly

de

velo

p a

ye

ar’

s in

ven

tory

of l

an

d b

ec

au

se

bu

dg

et

pra

ctic

es

co

nst

rain

lon

ge

r-te

rm t

hin

kin

g. T

his

le

ave

s lit

tle ro

om

wh

en

exc

ep

tion

al o

pp

ort

un

itie

s e

me

rge

. Un

like

mo

st c

om

mu

niti

es,

HR

M’s

bu

sin

ess

pa

rks

pro

vid

e n

o in

ce

ntiv

es

for d

esi

rab

le b

usi

ne

ss in

cu

ba

tion

. O

wn

ers

hip

an

d le

vera

ge

are

mo

re c

on

stra

ine

d t

ha

n in

m

ost

co

mp

etin

g c

om

mu

niti

es.

De

velo

p p

olic

ies

an

d a

pp

roa

ch

es

tha

t in

cre

ase

th

e a

vaila

bili

ty o

f o

ffic

e a

nd

in

du

stria

l sp

ac

e.

Pote

ntia

l Par

tner

s: G

HP, H

RDA,

HRM

, NSB

I, O

ED, e

cono

mic

dev

elop

men

t org

aniz

atio

ns,

prov

inci

al g

over

nmen

t

1. D

eve

lop

a b

usin

ess

pa

rk s

tra

teg

y to

ac

t as

a g

uid

e to

futu

re d

eve

lop

me

nt

and

targ

et e

co

nom

ic d

eve

lop

me

nt o

bje

ctiv

es,

tim

ely

exp

ans

ion

and

co

st

effe

ctiv

ene

ss.

2. M

od

ify ta

x a

nd re

gul

ato

ry b

arri

ers

to o

ffic

e d

eve

lop

me

nt in

the

Ca

pita

l Dist

rict

whi

le re

ma

inin

g c

ons

iste

nt w

ith c

om

mun

ity o

bje

ctiv

es

of p

rese

rva

tion

of

hist

oric

cha

rac

ter a

nd v

iew

pla

nes.

3. Id

ent

ify s

tra

teg

ic re

inve

stm

ent

are

as

to e

nsur

e a

de

qua

te lo

ng-t

erm

sup

ply

a

nd d

ive

rsity

of i

ndus

tria

l and

co

mm

erc

ial l

and

and

bui

ldin

g ty

pe

s th

roug

hout

th

e c

ity in

clu

din

g lo

w-c

ost

fac

ilitie

s fo

r sta

rt-u

p a

nd e

arly

-gro

wth

firm

s.

4. Im

pro

ve th

e m

ark

etin

g o

f ind

ustr

ial s

pa

ce

in H

RM.

5. C

ons

ide

r ne

w o

pe

ratin

g m

od

els

for b

usin

ess

pa

rks

tha

t inc

lud

e a

dire

ct

ec

ono

mic

de

velo

pm

ent

ma

nda

te.

6. E

xplo

re in

nova

tive

ap

pro

ac

hes

for b

usin

ess

sp

ac

e d

eve

lop

me

nt a

nd b

usin

ess

in

cub

atio

n.


all-important good first impression to potential business investors. Decisions that lead to commercial tax rates reflecting services received will help existing business put down deeper roots. Interpreting policies with a sense of fairness will reduce business frustration with growing bureaucratic tendencies for strict interpretation. Decisions that set competitive benchmarks for approval times for new projects will keep us competitive with other centres and will keep interest high among builders even when the construction bubble bursts. Initiatives that allow business to easily source financial capital and decisions that allow HRM to offer incentives that encourage economic and revenue growth will build the strength of our export sector. New partnerships that allow for needed investment in hard infrastructure like roads and road repair, public transport, and fast ferries will help secure our reputation as a place that invests in our own future.

Management Skills and Business Information

Tax and Regulatory Climate

Finance and Incentives

StrategicInfrastructure

Brand andAttitude

Investment Attraction New Exports

Business Retention and Expansion

Community & Business Partnership

Available Industrial and Office Space

Sources of Competitiveness

Skilled and EducatedLabour Force

Business Climate Framework

Create A Gung-Ho Business Climate... continued

How competitive we are

will determine

whether new businesses

come and if

existing businesses

stay and expand.

Business climate has a number of components (see chart ) Most are addressed in this section of our strategy. Others (those in yellow) are addressed in specific goal areas.

Decisions to formalize ongoing contact with our existing business, those that create 80 percent of new jobs, will help us understand if we are getting it right and will mean no business will fall through the cracks. Initiatives to improve management knowledge and skills will help create new businesses and improve the competitiveness of existing companies. Decisions on business parks that allow for competitively priced land, aggressive marketing and setting aside land for future business growth will ensure our companies stay when the time comes for expansion.

How competitive we are will determine whether new businesses come and if existing businesses stay and expand. It will determine if job opportunities are plentiful enough to attract and hold young workers. It will determine if our pattern of taxation and spending is sustainable. Business climate will determine if local amenities are affordable. Ultimately, business climate will determine the quality of our lives.


Capitalize On Our Reputation

Brands both create and deliver value. If managed properly, they also embody value. They build reputation, and they can create wealth. In the case of “community,” a strong brand can instill confidence, attract visitors, and influence investment decisions. HRM is widely considered one of Canada’s five great cities, even though we are only the 13th largest. We are a premium destination for conventions and tourists. The Smart City Brand and consistent, long-term efforts focused on improving business attitudes have assisted HRM in achieving some of the highest rates of business confidence in the nation. But we can do more, and we must. Far too many people still have not heard of this place we call home. Far too many residents are not equipped to give voice to our message.

The objective of a strong community brand is to build national and international recognition and develop a positive and progressive attitude leading to higher levels of business confidence. A strong national and international brand attracts people and business and helps form positive impressions of a community. A confident community invests in itself, creates employment, develops new technologies and forms international partnerships. A confident community sells itself. Our own people are best equipped to tell our story. A good brand lives in our hearts, not on billboards. Our brand already exists. We have to discover it, if we haven’t already.

The benefits of this effort are clear:

● Increased awareness of the region locally, nationally and internationally

● Consistency and clarity of message

● Creation of a sense of identity

● Enhanced pride of place

● A platform on which to unify diverse stakeholder groups

● Cost efficiencies and leverage

● An image of our community as a great place to study, live, work, and play

Our Reality There is immense interest in our community’s brand. At the same time, there is substantial frustration among residents and businesses with the official title Halifax Regional Municipality. Part of our community’s maturing may be to adopt a unified description of ourselves. This will be a tough decision.

HRM has performed well in presenting the community to the world and to our own citizens. Indeed, the city has been recognized nationally and internationally as a centre of creativity, innovation and talent. The headlines speak for themselves:

Competitive Alternatives study ranked Halifax first in overall cost competitiveness among mid-sized cities in North America (KPMG 2004)

2004 Employment Outlook Survey showed Halifax to have the strongest employment prospects in the country (Manpower Inc.)

“In this world, success comes

to those with confidence and

faith in themselves.”

— Muhammad Ali, Former Heavyweight Boxing Champion

“I don't even know what street

Canada is on.”

— Al Capone, Noted Restaurateur

The 2001 Census indicates Halifax is the second most successful mid-sized Canadian city in attracting and retaining youth (Statistics Canada, Census of Canada)

Best Cities for Business Survey ranked Halifax third among Canada’s largest cities (Canadian Business, 2005)

Top Ten Cities in Canada Poll placed Halifax in the top 5, fourth behind Montreal, Toronto and Vancouver, with high marks in environment, economy and society (CBC Radio News, 2004)

Third in Canada for business confidence (Canadian Federation of Independent Business, December 2004 Quarterly Barometer)

92 percent of businesses in Halifax feel positive about their future (Corporate Research Associates, 2003)


Ca

pit

aliz

e O

n O

ur R

eput

atio

n

Ch

alle

ng

eSt

rate

gy

Ac

tion

s &

Po

ten

tial P

art

ne

rs (

pri

ori

ty a

ctio

ns

are

hig

hlig

hte

d)

Brand Strategy

The

re is

a n

ee

d t

o a

do

pt

an

eff

ec

tive

an

d

dist

inc

tive

bra

nd

fo

r HR

M. T

he

po

sitio

n m

ust

be

b

elie

vab

le a

nd

rele

van

t, in

spire

inte

rna

lly a

nd

c

ap

ture

att

en

tion

ext

ern

ally

. De

velo

pm

en

t o

f a

n

ew

bra

nd

mu

st b

e w

eig

he

d a

ga

inst

th

e e

qu

ity

of

exi

stin

g b

ran

ds,

inc

lud

ing

th

e S

ma

rt C

ity

bu

sine

ss b

ran

d a

nd

Bra

nd

No

va S

co

tia.

Disc

ove

r th

e b

ran

d s

tra

teg

y th

at

refle

cts

HR

M a

nd

all

of

its p

eo

ple

Pote

ntia

l Par

tner

s: G

HP,

Des

tina

tion

H

alifa

x, Q

ualit

y of

Pla

ce C

ounc

il

1. E

sta

blis

h a

Qu

alit

y o

f P

lac

e C

ou

nc

il to

revi

ew

exi

stin

g b

ran

d e

qu

ity in

HR

M a

nd

d

eve

lop

a m

ulti

-pa

rtn

er a

pp

roa

ch

to

ma

rke

ting

HR

M.

2. E

ng

ag

e t

he

pe

op

le o

f H

RM

in t

he

bra

nd

ing

pro

ce

ss.

3. W

ork

with

pa

rtn

ers

, in

clu

din

g “

Bra

nd

No

va S

co

tia”

to e

nsu

re m

axi

mu

m le

vera

ge

is

ac

hie

ved

.

Brand Communication

Co

mm

un

ica

ting

th

e H

RM

bra

nd

me

ssa

ge

is

a b

ig jo

b, r

eq

uiri

ng

sig

nifi

ca

nt

hu

ma

n

an

d fi

na

nc

ial r

eso

urc

es.

It is

a jo

b

cu

rre

ntly

be

yon

d t

he

sc

op

e a

nd

bu

dg

et

of

an

y o

ne

org

an

iza

tion

in H

RM

.

Co

mm

un

ica

te t

he

bra

nd

str

ate

gy

to

sta

keh

old

ers

; en

ga

ge

th

e p

eo

ple

of

HR

M in

imp

lem

en

tatio

n.

Pote

ntia

l Par

tner

s: Q

ualit

y of

Pla

ce C

ounc

il,

mar

ketin

g or

gani

zatio

ns

1. S

pre

ad

th

e w

ord

. De

velo

p a

co

ord

ina

ted

ap

pro

ac

h t

o m

ark

etin

g H

RM

.

Brand and Business Confidence

The

su

cc

ess

in H

RM

in im

pro

vin

g b

usi

ne

ss

co

nfid

en

ce

ha

s b

ee

n o

ne

of

ou

r co

mm

un

ity’

s m

ost

sig

nifi

ca

nt

ac

co

mp

lish

me

nts

in t

he

la

st d

ec

ad

e. T

he

reb

ou

nd

in b

usi

ne

ss

co

nfid

en

ce

fro

m t

he

low

est

in C

an

ad

a

to t

he

hig

he

st in

less

th

an

a d

ec

ad

e h

as

be

en

a b

ig p

art

of

ou

r str

on

g e

co

no

mic

p

erf

orm

an

ce

. Bu

t b

usi

ne

ss c

on

fide

nc

e is

fr

ag

ile a

nd

th

is e

ffo

rt n

ee

ds

to c

on

tinu

e.

Co

ntin

ue

eff

ort

s to

imp

rove

bu

sine

ss

co

nfid

en

ce

.

Pote

ntia

l Par

tner

s: G

HP, H

RM, G

atew

ay

Coun

cil,

mar

ketin

g or

gani

zatio

ns

1. E

nsu

re t

ha

t m

ark

etin

g p

art

ne

rs c

on

tinu

e t

o a

rtic

ula

te a

bra

nd

an

d a

me

ssa

ge

th

at

sup

po

rts

an

d s

tre

ng

the

ns

bu

sine

ss c

on

fide

nc

e.

2. U

se t

he

pe

op

le o

f H

RM

to

te

ll o

ur s

tory

.

Brand Support

Eve

ryo

ne

ta

lks

ab

ou

t b

ran

d, b

ut

few

do

a

nyt

hin

g a

bo

ut

it. M

an

y c

om

mu

niti

es

ha

ve in

vest

ed

he

avi

ly in

cre

atin

g a

nd

m

ain

tain

ing

str

on

g b

ran

ds.

Th

at

inve

stm

en

t g

oe

s b

eyo

nd

do

llars

. Ou

r co

mm

un

ity,

in

clu

din

g b

usi

ne

ss, g

ove

rnm

en

t, c

itize

ns

an

d e

lec

ted

offi

cia

ls m

ust

bu

y in

an

d

wo

rk t

o s

up

po

rt a

vis

ion

of

a d

yna

mic

, c

om

pe

titiv

e, c

rea

tive

an

d p

rosp

ero

us.

Build

a s

up

po

rta

ble

an

d s

up

po

rte

d

bra

nd

.

Pote

ntia

l Par

tner

s: Q

ualit

y of

Pla

ce C

ounc

il

1. S

up

po

rt t

he

de

velo

pm

en

t a

nd

th

e c

om

mu

nic

atio

n o

f o

ur b

ran

d w

ith

ap

pro

pria

te le

vels

of

fina

nc

ial a

nd

hu

ma

n re

sou

rce

s.

Convert Rivalries Into Partnerships

“Perspective........................ . .

= +50 IQ points.”

Strong Relationship Building Skills

— Michael Porter, Bishop Wil l iam Lawrence University Professor, Harvard School of Business

Community building is a difficult and expensive task. But one of the most effective tools we need doesn’t cost anything. It’s called Partnership.

No one organization has the talent, resources and mandate to implement this strategy on its own. Innovative communities understand that a partnership or networked approach to encouraging growth is the path to faster, more efficient success.

HRM has been a pioneer in this approach. HRM and the Halifax Chamber of Commerce created Canada’s first public/private economic development organization, the Greater Halifax Partnership. Its investor-driven model is being copied across the province and around the world. Destination Halifax markets HRM as a convention destination at arm’s length from regional government. The Halifax Regional Development Agency works at fostering community economic development activities in HRM.

The task before us requires these kinds of bold approaches. This means looking beyond the hierarchical and splintered structures of the 1970s, beyond the co-location and big government strategies of the 1980s and 90s to a new virtual network of growth-focused organizations based on common values and common vision.

HRM needs to look to energize partnerships in three areas:

● Urban–Rural linkages within HRM that take advantage of proximity and work to reduce the challenges created by distance

● Development of partnerships between three levels of government, business, and development organizations to pull our region forward

● Development of community-to-community alliances within Nova Scotia, across Atlantic Canada, and around the world

Our RealityHalifax Regional Municipality is defined by its geography. Halifax's natural, ice-free harbour has offered shelter and prosperity to inhabitants for centuries. Close proximity to population centres to the south has determined trading patterns. The national gateway location has made Halifax the first stop for millions of new Canadians.

Since amalgamation in 1996, another defining geographical characteristic has been size. Toronto has eight times our population, but at 5491 square kilometres, HRM is larger in area. Most residents are clustered around the urban core, with several sparsely populated communities spread over a large area of the municipality. This geographic characteristic has in turn, established a defining

Toronto has eight times our

population, but at

5491 square kilometres,

HRM is larger in area.


demographic characteristic, that of a rural and urban population mix. Areas separated by geography can easily feel separated by identity; and differences can lead to resentments, and the development of “us versus them” thinking.

The economic reality, however, is that HRM’s urban and rural areas are interdependent. The traditional rural/urban population mix has realigned to include adjacent areas not part of the urban core but affected by urban economic activity. Urban employers and rural workers depend on one another. We depend on rural communities within and surrounding the municipality to supply our labour force. Rural communities, in turn, are able to avail themselves of the advantages brought by critical urban infrastructure. Key examples are the Halifax International Airport and the Port of Halifax. Rural communities depend on these institutions to get their goods out to market and their tourists in. These institutions depend on the business brought to them by rural businesses and communities.

HRM’s Economic Strategy needs to usher in new and higher levels of economic linkages between the urban and rural areas of our region. The alternative to this interdependent approach is a continuation and exacerbation of feelings of division and resentment. Without a higher level of integration, HRM will not be able to take full advantage of economic opportunities.

Improved Cooperation Between Government and BusinessMunicipal governments are the closest point of intersection to the community and the citizen. In Nova Scotia, the municipal mandate, roles and responsibilities are set out in the provincial Municipal Government Act (MGA). Municipalities have no legislative or legal authority beyond the MGA. As a result, any discussion on intergovernmental relations usually begins by emphasizing the subordinate constitutional position of municipal governments.

HRM needs to develop an enhanced capacity to advance intergovernmental relations. The old jurisdictional approach is not working. A new age of cooperation and strong partnerships with provincial and federal governments are needed to enable us to reach our economic and community goals.

The growing significance of urban centres in driving the growth of nations is well understood. Governments need to work together to modernize legislation, structures and relationships in light of this reality. Changes need to be reflected in political powers, administrative forms, and revenue bases as well as government functions. This will allow for a more citizen- and business-centred governance. A user-friendly government would also offer faster and more direct response to issues and individuals.

Collaboration between partners is key to the success of any economic strategy. Policy, planning and procedures need to be better coordinated between organizations with shared responsibilities. In the future, more outside-the-box thinking will be needed. Less it’s-not-my-job thinking will be tolerated. Frameworks and rules of engagement for intergovernmental cooperation will allow for shared responsibilities. Initiatives will have to cut across areas of responsibility including economic, social, cultural, and environmental priorities. Leadership roles will be less defined by traditional hierarchies or structures and more by those willing to provide leadership. Leadership will come from a variety of business, government and other organizations equipped to lead.

The economics of growth and development have more to do with where people work than where they sleep. It also has more to do with business connections than political boundaries. Communities within Atlantic Canada are connected economically. Indeed, in the new economy where distance matters less than relationships, we need to build relationships not just within HRM and our region, but also around the nation and around the world.

Convert Rivalries into Partnerships... continued


Con

vert

Riv

alri

es i

nto

Par

tner

ship

sC

ha

llen

ge

Stra

teg

yA

ctio

ns

(pri

ori

ty a

ctio

ns

are

hig

hlig

hte

d)

Rural StrengthA

rea

s se

pa

rate

d b

y g

eo

gra

ph

y c

an

fe

el

sep

ara

ted

by

ide

ntit

y; d

iffe

ren

ce

s c

an

le

ad

to

rese

ntm

en

t a

nd

us-

vers

us-

the

m

thin

kin

g. L

ac

k o

f c

on

ne

ctin

g in

fra

stru

ctu

re

is a

ba

rrie

r to

gro

wth

an

d e

co

no

mic

in

teg

ratio

n. T

his

infr

ast

ruc

ture

no

t o

nly

ha

s to

mo

ve p

eo

ple

to

job

s th

rou

gh

imp

rove

d

ma

ss t

ran

sit,

bu

t m

ove

go

od

s a

nd

se

rvic

es

fro

m r

ura

l bu

sin

ess

to

ma

rke

t th

rou

gh

be

tte

r te

lec

om

mu

nic

atio

n a

nd

roa

d t

ran

spo

rt.

Build

urb

an

-ru

ral l

inka

ge

s w

ithin

HR

M

tha

t ta

ke a

dva

nta

ge

of

pro

xim

ity, a

nd

w

ork

to

red

uc

e c

ha

llen

ge

s c

rea

ted

by

dist

an

ce

.

Pote

ntia

l Par

tner

s: H

RDA,

HRM

, eco

nom

ic

deve

lopm

ent o

rgan

izat

ions

, pro

vinc

ial

gove

rnm

ent,

utilit

ies

1. Id

en

tify

an

d c

om

mu

nic

ate

th

e a

dva

nta

ge

s o

f H

RM

’s u

rba

n-r

ura

l mix

.

2. S

up

po

rt d

eve

lop

me

nt

of

reg

ion

al a

nd

dist

rict

ce

ntr

es

as

pro

po

sed

in H

RM

’s

Re

gio

na

l Pla

n s

o t

ha

t m

un

icip

al g

ove

rnm

en

t a

nd

bu

sine

sse

s c

an

pro

vid

e

serv

ice

s in

all

of

HR

M a

t a

pp

rop

riate

leve

ls.

3. S

up

po

rt ru

ral e

co

no

mic

de

velo

pm

en

t b

y e

nc

ou

rag

ing

an

d p

rovi

din

g s

up

po

rt

serv

ice

s to

th

ose

ind

ivid

ua

ls a

nd

org

an

iza

tion

s e

sta

blis

hin

g o

r ma

inta

inin

g

bu

sine

sse

s in

rura

l are

as.

4. Im

pro

ve t

ran

spo

rta

tion

an

d c

om

mu

nic

atio

n li

nks

to

rura

l co

mm

un

itie

s to

im

pro

ve ru

ral b

usin

ess

ac

ce

ss.

5. S

up

po

rt a

ll o

f th

e ru

ral e

nh

an

ce

me

nt

me

asu

res

pro

po

sed

in t

he

Re

gio

na

l Pla

n.

Partnership Approaches

Wo

rkin

g re

latio

nsh

ips

be

twe

en

go

vern

me

nts

a

re s

om

etim

es

stra

ine

d a

nd

ide

ntif

yin

g

co

mm

on

prio

ritie

s c

an

be

an

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ven

th

ou

gh

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ry g

ove

rnm

en

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se

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g t

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sa

me

citi

zen

. An

inc

rea

sin

g n

atio

na

l fo

cu

s o

n

the

gro

wth

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citi

es

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din

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en

ts

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sen

t n

ew

ch

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es.

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ha

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g in

HR

M. H

RM

c

an

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pa

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ree

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gov

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ines

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evel

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org

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zatio

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o a

dd

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long

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cha

lleng

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pro

ve th

e q

ualit

y of

life

of o

ur p

eop

le a

nd th

e g

row

th p

rosp

ects

of

our b

usin

ess.

Pote

ntia

l Par

tner

s: A

COA,

GHP

, HRD

A,

NSB

I, O

ED, U

NSM

, pro

vinc

ial a

nd fe

dera

l go

vern

men

ts

1. D

eve

lop

an

d im

ple

me

nt

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HR

M g

ove

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en

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latio

ns

pla

n.

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ork

with

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nt

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d

ca

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l sp

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riorit

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in H

RM

.

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ork

with

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r pa

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alu

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nd

g

row

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ou

r co

mm

un

ity. C

rea

te a

n “

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nm

en

t o

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rate

gy

inte

nt”

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d “

rule

s o

f e

ng

ag

em

en

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o im

ple

me

nt

this

visio

n.

4. W

ork

with

th

e G

ove

rnm

en

t o

f N

ova

Sc

otia

to

rec

og

niz

e H

RM

as

a m

ain

e

co

no

mic

driv

er i

n t

he

pro

vin

cia

l ec

on

om

y. Im

ple

me

nt

a P

rovi

nc

ial E

co

no

mic

P

olic

y th

at

co

mm

its re

sou

rce

s to

:

• J

oin

t st

rate

gie

s in

volv

ing

th

e s

oc

ial i

nfr

ast

ruc

ture

in t

he

Ca

pita

l Dist

rict;

• N

ee

de

d e

co

no

mic

infr

ast

ruc

ture

inve

stm

en

t in

rura

l HR

M; a

nd

•

Prio

rity

join

t in

itia

tive

s in

volv

ing

de

velo

pm

en

t a

ge

nc

ies

of

HR

M a

nd

th

e

Pro

vin

ce

of

No

va S

co

tia.

Regional, National & Global

Partnerships

Like

su

cc

ess

ful b

usi

ne

sse

s, s

uc

ce

ssfu

l an

d

vib

ran

t c

om

mu

niti

es

thin

k g

lob

ally

. Th

ey

thin

k o

uts

ide

th

eir

bo

rde

rs a

nd

ou

tsid

e

the

bo

x to

ga

the

r ne

w id

ea

s a

nd

bu

ild

rela

tion

ship

s th

at

ca

n s

pu

r gro

wth

.

Build

an

d m

ain

tain

pro

vin

cia

l, re

gio

na

l, n

atio

na

l an

d in

tern

atio

na

l re

latio

nsh

ips

wh

ere

th

ese

lin

ks h

ave

p

ote

ntia

l to

ass

ist e

co

no

mic

gro

wth

.

Pote

ntia

l Par

tner

s: A

CO

A, G

HP,

HRM

, N

SB

I, O

ED,

busi

ness

com

mun

ity

1. B

uild

on

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stin

g li

nka

ge

s b

etw

ee

n H

RM

an

d o

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r re

gio

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d b

uild

ne

w

rela

tion

ship

s w

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re t

he

se h

ave

cle

ar e

co

no

mic

be

ne

fit.

2. Im

ple

me

nt

a g

lob

ally

fo

cu

sed

ap

pro

ac

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volv

ing

tra

nsit

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fro

m a

Sist

er

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es

pro

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m t

o t

he

cre

atio

n o

f In

tern

atio

na

l Str

ate

gic

Alli

an

ce

s fo

r Ec

on

om

ic D

eve

lop

me

nt

with

ta

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ted

prio

rity

co

un

trie

s/c

itie

s c

on

siste

nt

with

c

urr

en

t lo

ca

l bu

sine

ss a

nd

pro

vin

cia

l go

vern

me

nt

ec

on

om

ic d

eve

lop

me

nt

prio

ritie

s.

Halifax Gateway

The

Ha

lifa

x G

ate

wa

y –

ou

r po

rt, a

irpo

rt,

tru

cki

ng

an

d ra

il o

pe

ratio

ns,

dire

ctly

or

ind

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tly a

cc

ou

nt

for o

ver 1

6 p

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en

t o

f a

ll e

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mic

ac

tivit

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HR

M. O

ver 4

0 p

erc

en

t o

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rovi

nc

ial t

ou

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reve

nu

es

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mp

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en

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ep

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vele

rs a

cc

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ing

th

e H

alif

ax

Ga

tew

ay.

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e G

ate

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y g

en

era

tes

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illio

n

do

llars

in w

ag

es

ea

ch

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ar,

five

tim

es

mo

re

tha

n H

RM

’s t

ou

rism

se

cto

r, a

t p

ay

leve

ls a

th

ird h

igh

er t

ha

n t

he

pro

vin

cia

l ave

rag

e.

The

Ga

tew

ay

als

o g

en

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tes

ove

r $25

0 m

illio

n e

ac

h y

ea

r in

mu

nic

ipa

l, p

rovi

nc

ial

an

d f

ed

era

l ta

xes.

Th

e H

alif

ax

Ga

tew

ay

co

mp

ete

s n

atio

na

lly a

nd

inte

rna

tion

ally

fo

r bu

sin

ess

, bu

t so

me

ele

me

nts

of

the

g

ate

wa

y h

ave

be

en

losi

ng

ma

rke

t sh

are

. G

rea

ter i

nte

gra

tion

an

d h

igh

leve

ls o

f p

art

ne

rsh

ip c

an

he

lp t

o s

tab

ilize

an

d g

row

th

e G

ate

wa

y a

s a

n im

po

rta

nt

co

ntr

ibu

tor

to t

he

loc

al a

nd

pro

vin

cia

l ec

on

om

y.

Sup

po

rt p

olic

ies

an

d in

vest

me

nts

th

at

en

ha

nc

e t

he

imp

ac

t o

f th

e H

alif

ax

Ga

tew

ay.

Pote

ntia

l Par

tner

s: C

NR,

DN

D,

HIA

A,

HPA

, H

RM,

GH

P, N

SB

I, O

ED,

Can

adia

n Re

taile

rs,

Gat

eway

Cou

ncil,

bus

ines

s or

gani

zatio

ns,

HC

C,

and

othe

r pr

ovin

cial

and

fed

eral

gov

ernm

ent

part

ners

, tr

ansp

orta

tion

com

pani

es

1. S

up

po

rt t

he

de

velo

pm

en

t o

f th

e H

alif

ax

Ga

tew

ay

Co

un

cil

to c

oo

rdin

ate

m

ark

etin

g, i

nfr

ast

ruc

ture

inve

stm

en

t a

nd

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licy

initi

ativ

es

aff

ec

ting

po

rt,

airp

ort

, tru

cki

ng

, ra

il a

nd

oth

er l

og

istic

s c

om

pa

nie

s se

rvin

g H

RM

.

2. W

ork

to

de

velo

p t

he

Ha

lifa

x G

ate

wa

y a

s a

n E

ast

Co

ast

log

istic

s h

ub

.

3. W

ork

to

red

uc

e c

on

ge

stio

n in

th

e la

nd

side

mo

vem

en

t o

f c

on

tain

er t

raffi

c in

H

RM

by

exp

lorin

g a

ltern

ativ

es

like

an

inla

nd

te

rmin

al a

nd

usin

g t

he

rail-

cu

t fo

r tr

uc

k tr

affi

c.

4. P

rom

ote

th

e d

eve

lop

me

nt

of

imp

rove

d ra

il fa

cili

ties

an

d s

erv

ice

s.

5. W

ork

with

th

e m

ilita

ry t

o e

xpa

nd

th

eir

log

istic

s c

ap

ab

ilitie

s in

HR

M.

6. P

rote

ct

an

d c

rea

te b

uff

er a

rea

s b

etw

ee

n in

du

stria

l an

d re

side

ntia

l are

as,

in

clu

din

g p

rote

ctin

g a

irpo

rt b

uff

er l

an

ds.

7. P

rote

ct s

tra

teg

ic in

dus

tria

l lo

ca

tions

fro

m n

ea

r-te

rm d

eve

lop

me

nt p

ress

ure

s. E

nsur

e

tha

t suf

ficie

nt h

arb

our

fro

nta

ge

and

ha

rbo

ur-f

ront

land

s a

re re

serv

ed

for e

xist

ing

a

nd p

ote

ntia

l fut

ure

ma

rine

ind

ustr

ial a

nd m

arin

e c

om

me

rcia

l use

s fo

r the

Po

rt o

f H

alif

ax

to g

row

as

a g

lob

ally

co

mp

etit

ive

se

ap

ort

.

Measuring Success: Outcomes, Targets and Trends Any strategy worth its salt sets targets. The degree to which these targets are met reflects the success in implementing the strategy. It is vital that these targets include quantitative measures of progress as well as completion of strategy activities. Generally, economic strategies measure their success in terms of such things as job growth, income growth, and new business investment. This strategy will also be judged on the ability of the municipality and other organizations to follow through on the activities discussed earlier. However, these process outcomes are not reviewed here. These outcome measures and targets will evolve over time as experience is gained and appropriate targets are identified.

Measured TargetsOur People

Outcome Measure Target Current TrendIncrease Population Growth

Rank among the top 10 CMAs with the fastest population growth over the next five years.

Below target; our labour force growth currently ranks HRM 12th.

Improve Employment Growth

Increase employment growth by more than 10 percent over the next five years.

On track.

Decrease Unemployment Rate

Reduce the overall unemployment rate by 1 percent over the next five years.

On track.

Enhance Participation Rate

Rank among the top five CMAs with the highest labour force participation rate.

Current rank of 7th.

Attract More Immigrants

Attain 2800 immigrants a year by 2009.

Below target.

Retain More Immigrants

Retain 70 percent of new immigrants by 2009.

Below target.

Increase University Admissions

Increase admissions by 500 a year in HRM for the next 5 years.

Below target.

Improve DND and Federal Employment

Increase defence and federal government presence by 3000 persons by 2010; recover half of the job losses since the 1990s.

Below target.

Any strategy worth its salt

sets targets. The degree to

which these targets

are met reflects the success

in implementing

the strategy.


Our Creative Community

Outcome Measure Target Current TrendIncrease Public Investment

Increase per person public investment to be on par with benchmark cities.

Below target.

Enhance Quality Labour Force

Have the number of people employed with post-secondary degree or diploma at 70 percent within five years.

On target.

Improve Average Income

Increase average weekly wage to meet the Canadian average within five years

Below target

Increase Support for Economic Development

Increase economic development funding over the next five years.

Below target; no growth currently.

Attain High Community Satisfaction

Benchmarks to be set.

Increase Visitors Increase visitors to heritage sites by five percent per year in five years

On target.

Our Awareness

Outcome Measure Target Current TrendImprove Business Confidence

Improve business confidence over the next five years so that it is the highest in Atlantic Canada.

On target.

Enhance Brand Recognition

Improve brand recognition of HRM in national and international markets.

Benchmarks to be set.

Increase Room Nights Sold

By five percent a year. Below target.

Foster Greater Awareness of HRM as a place to do business

Increase by an average of five percent a year, over the next five years the number of hits to HRM business development organization websites.

Metrics need to be developed.


Our Partnerships

Outcome Measure Target Current TrendJoint Economic Development Initiatives Implemented

Priority actions of the strategy are implemented.

Leadership structure and partnerships need to be strengthened.

Implement Gateway Strategy

Have a fully operational Gateway Strategy up and running within one year.

On target.

Our Business Climate

Outcome Measure Target Current TrendIncrease Public Investment

Increase per person public investment to be on par with benchmark cities within five years.

Below target.

Increase Private Investment

Have private investment above the national average within five years.

On target.

Grow Employment in Capital District

Achieve growth of 1000 jobs within five years.

Below target; employment declining.

Grow Commercial Tax Base

Attain growth averaging three percent per year in five years.

Below target.

Set Competitive Commercial Taxes

Have competitive levels of commercial taxation.

To be developed.

Improve Decision Times For Construction Projects

Achieve appropriate decision times for major projects that are below the average of benchmark cities within five years.

Believed to be below target; benchmarking needs to be conducted.

Enhance Access to Broadband

Reach 100 percent broadband access within five years.

Below target.

Reduce Crime Rate Decrease crime rate per 100,000 so it is below the average of similar Canadian cities within five years.

Below target.

Increase Research and Incubation Space

Increase research and incubation space by 100,000 sq. ft. within five years.

Below target.

Benchmark Business Climate

Establish a comprehensive business climate benchmarking capability within two years.

Benchmarks to be developed.


Implementing the Strategy

The economic strategy explores how we can best use our available resources to ensure our economy continues growing at a sustainable rate. It offers suggestions for building a strong competitive edge over other regions worldwide.

There are guiding principles that will help us implement this plan efficiently and effectively. Structural issues that need to be addressed in the implementation process and best-practice approaches to assist in moving forward have been identified.

Best PracticesIn the review of economic development organizations, several trends became apparent. Economic development activity in progressive communities is moving away from the hierarchical approaches of the 1970s. This approach provides little connection to the needs of business clients and seems to lead to the development of large, unresponsive government departments.

Simple outsourcing of business development activity to public/private organizations, popular in the 1990s, has also been found wanting. Often these organizations fail to build much needed partnerships with government and business. As well, co-location strategies have been found lacking because of a heavy focus on internal “politics” at the expense of client focus.

The approach gaining momentum today takes a public/private focus and features a heavy level of networking and partnership activity. This approach maximizes the potential financial leverage while addressing development challenges of far greater breadth and scope. The “networked” economic development organization directly serves the business client and community needs by working though joint ventures with a host of public and private organizations.

Outsourced Networked

Hierarchical Co-located

High

Low

Pub

lic-P

riva

teC

olla

bour

atio

n

Models of Economic Development

Low HighNetwork management capabilities

Source: Adapted from "Governing By Network" by S. Goldsmith and W.D. Eggers

The approach gaining

momentum today

takes a public/private

focus...


Implementation Principles• Do not create new layers of bureaucracy.

• Make use of existing structures and create new ones only as a last resort.

• Eliminate duplication.

• Develop networks and partnerships.

• Build on the public/private approach to economic development pioneered by HRM.

Implementation RecommendationsThe most important element of any strategy is its implementation. Several issues need to be addressed.

Who are the strategy champions?

Every strategy needs a champion. One person who feels a passion for the task and will be held accountable for results. In many communities, the mayor or CAO becomes the champion. Often this champion is a business leader. It is recommended that HRM appoint such a champion.

Who should be involved in the implementation?

Implementation of this strategy needs all of those organizations and individuals concerned with economic development in HRM to work together. It is recommended that HRM establish a mechanism for broad participation in support of this strategy.

It is recommended that an Implementation Group guide the strategy implementation in much the same way that the Advisory Group assisted in the plan’s creation. The Implementation Group should draw on senior business and government leaders, volunteer organizations, business groups, academia, and labour. Consideration should be given to using existing structures to eliminate duplication.

How do you create capacity within HRM so that economic development issues get addressed in the normal course of business?

There are dozens of economic development organizations active in HRM. A structure needs to be developed that allows economic development issues to be integrated directly into the day-to-day priorities of our community. Economic development has to become a priority for HRM. This can be accomplished by creating an internal capacity to facilitate working with these organizations.

What are the roles of existing organizations?

Existing organizations have to be measured against a yardstick of efficiency, effectiveness and return on investment. The development of a new strategy does not necessarily go hand in hand with a restructuring of economic development organizations. Reorganization comes with a high cost and has a long payback period. However, it should not be avoided if change is required.

How do we measure outcomes and who measures them?

Outcome measures are being proposed for this strategy so that we can track our progress. These outcome measures and targets will

Implementing the Strategy... continued


evolve over time as we gain experience and identify appropriate sources. Many communities report on their progress annually through community meetings convened by a chamber of commerce or other organization. HRM should establish a public forum for the partners in implementation.

Who is accountable for the success of this strategy?

No one organization currently has the authority for all of this strategy. Everyone has to do their part. Every group involved in economic development is accountable.


What Lies Ahead

HRM is a bustling, dynamic city – and we’re growing. We are home to almost 40 percent of Nova Scotia’s residents and more than 15 percent of all Atlantic Canadians. Half of our population is under 37, the youngest profile in the Atlantic region. Our employment growth has out paced population growth, bringing down our unemployment rate to one of the lowest levels in Canada.

Economically we have evolved from a place dependent on government and traditional industries to a diversified service economy with a growing international market. We no longer rely on the accident of geography or proximity to markets for our economic success.

Clearly our foundation is strong. Now we need to build on that strength.

Growth today depends on access to knowledge and our ability to innovate and adapt. Successful growth is about smart communities attracting and retaining smart people. In a world economy centred on talented people, what’s important is being a place where the best and the brightest want to live.

We started this economic strategy by laying out for you the task that lies ahead: To enrich the lives of every citizen in HRM by building a prosperous economy that supports a quality of life that is the envy of the world.

The economic strategy lays out how that task will be accomplished broadly – by using our community resources more effectively so that our economy continues to grow at a sustainable rate while giving us a competitive edge over other regional centres worldwide, and specifically, by spelling out new initiatives that need to be undertaken and the existing approaches that need to be improved.

The elements of a successful tomorrow are clear. We will have a business environment that inspires entrepreneurship, that encourages existing business to take on the world in export markets and that draws inward investment. We will be a place that attracts and retains smart people. We will have a healthy environment, where a wide range of educational and employment opportunities drive social inclusion and promote healthier lifestyles. This creative environment will propel a fast-paced knowledge economy that creates enviable, high-wage jobs in fast growing sectors. We will maintain the aspects of our history, culture, civility and quality of place that make us distinct, that make us who we are.

Now, in this conclusion, we have come full circle. We end up where we started – with a realistic vision of what HRM can be if we work together, if we plan together, if we dream together. We have come, once again, to the beginning.

We will maintain

the aspects of our history,

culture, civility and

quality of place that make us

distinct, that make us

who we are.


glossary and terms - creative city network of canada · 2012-07-17 · jacques whitford john...

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