interprovicial migration subcommittee
- 1. Population Committee Sub-Committee on Interprovincial Migration Presentation of Recommendations Joella Foulds, Chair
- 2. Committee Members Joella Foulds, Chair David Alderson Mike MacSween Lori Burke Parker Donham Kate Oland Darren Gallop Mike MacKinnon
- 3. Mandate Identify and articulate recommendations aimed at the chronic problem of out-migration to other provinces and find ways to attract working-age Canadians to Nova Scotia. The Committee has opted to take a holistic approach to these recommendations, with a focus on quality of life and well-being as key factors related to interprovincial migration.
- 4. Prelude to Recommendations While the Committee acknowledges the importance of economic factors in decision-making around settlement, we believe that other quality of life factors are equally as critical and must be considered for our population strategy to succeed. Such factors include: • Education • Healthcare • Public infrastructure • Arts & Culture • Political & Social Engagement • Environment
- 5. Framework of Recommendations ① Shift Focus onto Work vs. Job Creation ② Getting the Fundamentals Right ③ Supporting Existing Initiatives that are Working
- 6. Shift Focus onto Work vs. Job Creation • More than rhetorical: – Current focus on “job creation” places impetus on others. – This has caused a pervasive culture of dependency and complacency in seeing opportunities. – Rather, focus should be on “work”; this places responsibility on the individual • Work provides dignity, builds character, competence and confidence. • We must provide the conditions to enable and inspire people to create work here in Nova Scotia, and encourage migrants to see the potential to do so here themselves. 1
- 7. Ayelet Baron, Simplifying Work Source: Ayelet Baron, Simplifying Work
- 8. Recommendations Work, not Jobs: 1.1 Shift our language, thinking and approach in economic development from job creation to nurturing and encouraging opportunities for meaningful work. (N) 1.2 Shift investments in job creation to support for individuals to learn new skills, enter into internships, apprenticeships, or develop their own business (such as programs delivered through CBDC). (S) 1.3 Promote a new slogan for all Nova Scotians, especially youth: “Be part of the solution. Now!” (N) 1
- 9. Embracing the Creative Economy • The Creative Sector is and must be viewed as integral to the larger economy of the Province. • Cultural sector has grown by almost 30% in last 6 years, and contributed $1.24 billion to our GDP in 2009. • “Nova Scotia has a disproportionate number of artists and creators and has at its disposal a sustainable, renewable resource that is already in great demand in the twenty-first century” (source: Culture: Nova Scotia’s Future, CCH 2014) • More support and investment in this sector will build upon this strength and attract creative people. 1
- 11. Recommendations Creative Economy: 1.4 Develop mentorship and apprenticeship programs to help young people gain professional, paid experience and qualifications in the arts, cultural and creative industries. (S) 1.5 Develop and implement an artist relocation program to entice migration of artists to Nova Scotia. Form partnerships with municipalities, cultural organizations, financial institutions and the private sector to leverage additional support. Should include the development of enterprise zones for artists in downtown areas requiring redevelopment. (an example of this working can be found in Paducah, Kentucky) (S) 1.6 Develop and promote a slogan for Nova Scotia a “The Creative Province” to help market these new initiatives. (N) 1
- 12. Business Succession Planning • We have significant and increasing numbers of business owners seeking to retire. • As it is less frequent for businesses to be family operations, with the business turned over to children upon retirement, business owners have fewer options available to them, and in some cases the businesses simply close. • There is an opportunity for the province to provide leadership and support in the transition of business ownership to entrepreneurs with an interest in getting into business in Nova Scotia. 1
- 13. Recommendations Business Succession: 1.7 Provide innovative financing solutions for the purpose of business succession planning, such as reverse mortgages, with the province providing insurance for such financing (similar to CMHC). (S) 1.8 Enable the use of CEDIFs for seed capital fundraising of necessary 10 per cent down-payments for business succession, including those based on reverse mortgages. (S) 1
- 14. Getting the Fundamentals Right • We must get the fundamentals right: infrastructure and services that enable wellbeing and prosperity. • Quality of life factors are critical in attracting migrants to create their livelihood in Nova Scotia, and grow their family. • Fundament infrastructure and services must be available to all Nova Scotians, urban and rural, as a minimum standard. 2
- 15. Ensuring Public Services and Investing in Rural Infrastructure • Our rural life and qualities help to shape our Province’s character (43% of NS population lives in rural communities). • Make it practical and enticing for people to choose to live rurally. • Community/rural-based services for families should be supported and preserved as much as possible. • Better consolidation/organization of public services would lead to better service at lower cost. – Eg. – rural schools, with less students could be made multi-functional for other services for the community. • Good high-speed internet is essential for families and business in rural Nova Scotia. We’re closer to full coverage, but not there yet. 2
- 16. Recommendations 2.1 Establish provincial service centres, offering public services through existing community infrastructure such as community schools with excess space. Could help secure the future of many rural schools. (L) 2.2 Establish policy to make rural schools community assets, rather than property of school boards, with goal of providing access to the community and for provincial services. (N) 2.3 Expand and enhance rural high-speed internet access. (N) 2
- 17. Make Nova Scotia a Top Destination for Raising Families • Build upon existing strengths and assets in areas of healthcare, education, childcare and housing. • Families are drawn to jurisdictions where the services required for their families are readily available. 2
- 18. Recommendations 2.4 Increase affordable day care in Nova Scotia. The availability of child care is critical to attracting and maintaining young workers with families. This is an essential investment. (L) 2.5 Provide greater access to health services such as maternal, reproductive and pediatric using alternatives such as midwifery, nurse practitioners, and coverage for fertility services. (L) 2.6 Investigate reducing wait times through more efficient use of services such as diagnostic testing in cooperation with the private sector. (C) 2
- 19. Promoting our Positive Attributes • Create a NEW and positive message about life in Nova Scoria • Current messaging is generally focused on attracting tourists, rather than encouraging permanent residency. • Whether one is looking for urban, suburban or rural life, Nova Scotia is a great choice with much to offer. – Affordable real estate/housing – Access to pristine, natural environment – Access to ocean – Post-secondary education choices – Unique and vibrant communities – Access to arts & culture 2
- 21. Recommendations 2.7 Develop and launch marketing campaign promoting many benefits of living in Nova Scotia. Identify our strengths and marketing them far and wide. (N) 2
- 22. Creating Vibrant Communities • Vibrant communities consist of active community organizations small businesses that create engaging places to live. • In this Province, government policies and regulations designed to avert risk tend to restrict and overburden these organizations rather than empower them. • Restrictions on community organizations can impact capacity to fundraise or provide services in the community, hampering their capacity to provide vibrancy. • Restrictions on small businesses challenge them in reaching their potential and remaining viable. 2
- 23. Recommendations 2.8 Review of policies & regulations from all provincial departments: – Instruct departments and agencies of the provincial government to develop a “positive development” or “economic opportunity” lens for their legislation, policies and regulations. – Over time, this should involve a complete policy review of all provincial regulations and policies. – Goal is to ensure these various statues encourage community engagement and foster new enterprise. (N) 2
- 24. Support Existing Initiatives that Work3 • NextGen Cape Breton – Organization of young professionals working together to provide similar opportunities for youth in Cape Breton, both from here and those that want to move here and call Cape Breton home. • Prosperity Framework – An initiative, coordinated by the Cape Breton Partnership, to provide a unified and coherent approach to economic development through all sectors of the economy. • New Dawn Centre for Social Innovation – The former Holy Angels High School in Sydney, which is being converted into a centre for social innovation, arts, and culture, housing organizations and businesses in these sectors. • And numerous other examples throughout the province.
- 25. Support Existing Initiatives that Work NextGen: • Our Young people see no other choice but to seek opportunity elsewhere. • Many of our youth do not have the confidence in our economy to stay and create their livelihood in Nova Scotia. • By doing so, we continue to experience and risk downcast confidence in our youth, potential migrates and potential investors to take a chance at reimagining and recreating our economy. 3
- 26. NextGen: What we must do… • Engage young people in dialogue. • Inspire them to become more active in all aspects of the future of their communities. • Increase confidence, character and competence of leadership in young, community-minded people. • Increase Nova Scotia’s socio-economic prosperity. • Ensure people have the choice to stay, go, and return. 3
- 27. NextGen: What we’re doing… Creating an Island of Choice: Young Talent Attraction Strategy: • Project has been launched • Consultant engaged • Interviews and survey on-going. • Community consultation in January. • Final report delivery in March 2015. • Recommendation consideration and implementation thereafter. A competitive, attractive, island of choice… Let’s Build. 3