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.
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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)
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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.
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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)
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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.
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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)
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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.
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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.
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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)
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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.
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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)
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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
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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)
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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.
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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)
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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.
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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.
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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.
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