The document summarizes discussions from a September meeting focused on entrepreneurship and fostering start-up ecosystems in Nova Scotia. Key topics included youth retention challenges, examples from other regions like Waterloo, opportunities in sectors like ICT and ocean technology, and using a collective impact approach. Meeting messages emphasized the opportunity around youth retention, learning from other communities that successfully grew start-up ecosystems, and exploiting Nova Scotia's advantages in emerging sectors.

1. REFLECTIONS ON SEPTEMBER MEETING

2. Overview of September Meeting
• Entrepreneurship & fostering a start-up
ecosystem
– NS population challenges
– The Communitech Example
– ICT (Brilliant Labs, UIT, Volta)
– OceanTech
• Collective impact as a methodology

3. Meeting Messages
– Youth retention is an opportunity for NS
– Waterloo (similar size, less assets, less
opportunities) used a start-up ecosystem
approach to turn around
– There is a lot of community activity in ICT but to
scale it, everyone has a role
– In the ocean sector we have a competitive
advantage & there is an opportunity to exploit
that advantage

4. Collective impact initiatives are characterized
by five core conditions
CONTINUOUS
COMMUNICATION
4 © 2014 FSG
• Common understanding of
Source: Kania, John and Mark Kramer. Collective Impact.
Stanford Social Innovation Review, 2011
COMMON
AGENDA
MUTUALLY
REINFORCING
ACTIVITIES
BACKBONE
INFRASTRUCTURE
SHARED
MEASUREMENT
the problem
• Shared vision for change
• Collecting data and
measuring results
• Focus on performance
management
• Shared accountability
• Differentiated approaches
• Coordination through joint plan of action
• Consistent and open
communication
• Focus on building trust
• Separate organization(s)
with staff
• Resources and skills to
convene and coordinate
participating organizations

5. Mobilizing Broad Based Action
Youth out-migration & Emerging Entrepreneurship
• What is the common understanding of the
‘challenge’?
• What is the shared vision for change?
• What can oneNS members do to ‘mobilize
broad based action’?

6. COMMUNICATIONS UPDATE

7. Communications
– Committee met
• Gaynor, Henry, Rankin
• Meeting monthly
– Communications plan/approach discussed
• Available
– Agreement to ramp up
– Your involvement
• Protocols
• 1 pager

8. Current Activities
• Monthly online update
• September newsletter update
• Letter to MLAs
– EG: NDP action
• Twitter updates
• Good morning Nova Scotia
– Good news story on Facebook
• Engage NS Share Thanksgiving
• Starting to connect groups taking action
– Engage NS/Colchester

9. Short Term
• Media
• Outreach campaign RFP
• Urgent Call to Dinner
• October online live discussion - Exports
• Package to Coalition and MLAs
• October content
• Call to orgs to commit to a quick win and long term
action working toward goals (timing)
• List of ways to take action

10. MOVING FORWARD

11. Moving Forward
• Executive Steering Committee for 10 year plan
• Workplan updates
• Activity updates since September meeting
– Volta – next steps
– Brilliant Labs – advancing with business plan
– Oceans – progressing

12. November 14, 2014
• Location: Annapolis Valley Area (tbc)
• Proposed meeting: additional time potential
• Additional proposed activities/opportunities
• Meeting Focus:
– Youth & international student retention
– GHP Connector Program
– Immigration Action Team update

13. November 27, 2014
• Location: Halifax area
• Proposed Meeting time: 2:00 – 5:30 (tbc)
• Meeting Focus:
– Youth & Social Entrepreneurship
– Marc Kielburger, Co-Founder, Me To We
• OneNS Holiday Reception

14. October 2 – Key Theme
NOVA SCOTIA’S GLOBAL
COMPETITIVENESS & TRADE

15. Reaching our International Trade Goals
Framing the Discussion
1. What is the most significant change that will
improve NS Trade?
2. What can oneNS to improve the conditions?
3. What are the immediate opportunities?
4. Who are the leaders or catalysts?

16. Reaching our international trade goals
THOMAS STORRING

17. Reaching our International Trade Goals
Discussion Questions
1. What is the most significant change that will
improve the NS Trade?
2. What can oneNS to improve the conditions?
3. What are the immediate opportunities?
4. Who are the leaders or catalysts?

18. NS in a 2 Speed World
Framing the Discussion
1. What is the most significant change that will
improve the NS position?
2. What can oneNS to improve the conditions?
3. What are the immediate opportunities?
4. Who are the leaders or catalysts?

19. GLOBALIZATION, TECHNOLOGY AND DEMOGRAPHICS ARE RESHAPING
THE GLOBAL GROWTH EQUATION
KEVIN LYNCH

20. GLOBALIZATION, TECHNOLOGY AND
DEMOGRAPHICS ARE RESHAPING
THE GLOBAL GROWTH EQUATION
Kevin G. Lynch
Vice-Chair BMO Financial Group,
and
Former Clerk of the Privy Council and Secretary to Cabinet,
Government of Canada
“One Nova Scotia” Roundtable
Halifax, Nova Scotia
October 2, 2014

21. Observation 1: The context facing Canada and Nova Scotia is
changing
The demographic
imperative - we’re aging,
with profound impacts
Globalization 2.0 -
the hyper-connected
world
The core question facing us in Nova Scotia is: how well and how quickly are we adapting to this change?
One Nova Scotia Roundtable, Halifax, Oct 2, 2014 21
Global financial
crisis - with endless
consequences
Technology
revolution - changing
everything
The competitiveness
paradigm shift - need
an innovation engine

22. Observation 2: The new global economic reality is a “two-speed
One Nova Scotia Roundtable, Halifax, Oct 2, 2014 22
world”
2-speed World: By the Numbers
2012 2013 2014 2015
Avg growth
2012-15
Emerging
Economies
5.1 4.7 4.6 5.2 4.9
Emerging Asia 6.7 6.6 6.4 6.7 6.6
China 7.7 7.7 7.4 7.1 7.5
Advanced
Economies
1.4 1.3 1.8 2.4 1.7
US 2.8 1.9 1.7 3.0 2.4
EU -0.7 -0.4 1.1 1.5 0.4
Canada 1.7 2.0 2.2 2.4 2.1
Source: IMF World Economic Outlook Update, July 2014
2-Speed World: The Visual
1-2%
growth
6-7%
growth
5%
growth

23. Observation 3: Trade diversification drives growth
One Nova Scotia Roundtable, Halifax, Oct 2, 2014 23
Rank
Top Canadian
Export Markets,
2013
% of all 2013
Exports of
Goods and
Services
Size of Economy
(2013 USD Billion, GDP)
4-year Average
Growth: 2013-2016
1 United States 75.9% 16,800 2.7%
2 China 4.3% 9,181 7.4%
3 United Kingdom 3.0% 2,536 2.4%
4 Japan 2.3% 4,902 1.1%
5 Mexico 1.1% 1,259 2.8%
6 Hong Kong 1.0% 274 3.6%
7 Netherlands 0.8% 800 0.8%
8 South Korea 0.7% 1,222 3.5%
9 Germany 0.7% 3,636 1.3%
10 France 0.7% 2,737 1.1%
11 India 0.6% 1,871 5.7%
12 Belgium 0.5% 507 1.0%
13 Brazil 0.5% 2,243 2.4%
14 Norway 0.4% 511 1.6%
15 Italy 0.4% 2,072 0.3%
Sources: IMF World Economic Outlook, Oct 2013, Stats Canada

24. Observation 4: Lack of trade diversification has costs
Export Values
comparing actual Canadian activity weighting with
China and Emerging Market Economies to what it
would be with US weighting
One Nova Scotia Roundtable, Halifax, Oct 2, 2014 24
Exports to Emerging Market Economies
% Share of total exports
Canada UK Germany US Japan Australia
%
50
40
30
20
10
0
Source: IMF Last observation: 2012
Note: Bank of Canada foreign activity measures calculated based on 2012 share of Canada and US exports to China and select EMEs. The numbers displayed represent the gap
between 2013Q2 exports and the level of exports implied by the recalculated foreign activity measures.
Values expressed in 2007 chained dollars.
Sources, IMF, Statistics Canada, Bank of Canada calculations. Las Observance 2013Q2

25. Observation 5: Asia is a market for Canada’s natural resources,
and much more
1.3
8.3
1.5
1.2
3.8
2.3
One Nova Scotia Roundtable, Halifax, Oct 2, 2014 25
Numbers (millions) and Share (percent) of
the Global Middle Class
2009 2020
North America 338 18% 333 10%
Europe 664 36% 703 22%
Central and
181 10% 251 8%
South America
Asia Pacific 525 28% 1740 54%
Sub-Saharan
32 2% 57 2%
Africa
Middle East and
North Africa
105 6% 165 5%
World 1845 100% 3249 100%
Sources: OECD, The Emerging Middle Class in Developing Countries ,
http://www.oecd.org/dev/44457738.pdf; McKinsey. Global Insight,
February 2009; MGI China Model, February 2009; MGI
Private Domestic Consumption
2020 (Forecast)
CAGR
2007-2020
(%)
2.2
1.5
6.3
1.9

26. Observation 6: There are many untapped export opportunities
in Asia for Nova Scotia firms
Consumers - $22 T consumption in emerging markets in 2025 and almost 2B middle class consumers -
wanting better foodstuffs, better housing, better financial services, better education, etc.
Natural Resources - A 30% increase in global energy demand, of which China and India alone will
account for 60% by 2035.
Infrastructure - $27 T expected infrastructure spend in emerging Asia, creating opportunities in
engineering services, consulting, financing , specialty services, as well as basic materials.
Agriculture and Food - Middle class wants variety in agriculture and foodstuff as well as increased
food safety.
Tourism - approximately 80 million outbound Chinese travelers in 2012, growing to over 110 million in
2015 - fastest growing segment in the world.
Education - 1 B Asian youth to educate in any given year, and Canada/Nova Scotia have high quality,
reasonably priced product offerings.
Health Care - Spending expected to triple across Asia by 2020 but public systems are rudimentary-to-mediocre,
One Nova Scotia Roundtable, Halifax, Oct 2, 2014 26
and private systems are mixed.

27. Observation 7: Consider the energy opportunities, and risks
CANADA’S ENERGY SECURITY
CONUNDRUM
US Hydrocarbon Supply 
US Hydrocarbon Demand 
+
100% reliance on US market for
gas, oil and electricity exports
+
Increasing Canadian
unconventional supply capacity:
oil sands + shale gas
=
Declining Canadian security of
energy demand
One Nova Scotia Roundtable, Halifax, Oct 2, 2014 27
r r
Global energy
demand:
• >33% growth by 2035
• <5% growth in OECD
• China demand > U.S.
Global energy
supply:
• Shale oil, oil sands hhh
• Shale gas hhhh
• Renewables h
Energy
technology:
r r
• Fracking, oil sands
• Renewables
• Water remediation; CO2
Global
risk/uncertainty:
• Geopolitical: Iraq, Syria,
Nigeria, Russia, South
China Sea
Global energy
equation:
r
• Shifts in security of
global demand/supply
• U.S. energy self-sufficiency
• Global gas market?

28. Observation 8: Consider the food and agriculture opportunities,
what we’re capable of and what we’re missing
Canada’s global production rankings
for agricultural resources
One Nova Scotia Roundtable, Halifax, Oct 2, 2014 28
China’s share of consumption
%, 100% = $B Total
400
50
383
260
173
85 90 94
100% =
China
ROW
Dairy
Beef
Poultry
Pork
Sources: McKinsey. USDA, NBS, Food and agriculture organization of the United Nations (FAOSTAT)
Agricultural
Resources
Ranking
Lentils 1st
Linseed 1st
Mustard Seed 1st
Dry Peas 1st
Forest 2nd
Barley 2nd
Canola 2nd
Blueberries 2nd
Cranberries 2nd
Mixed Grain 2nd
Wheat 8th
50
15
10 6

29. Observation 9: Consider the education opportunities, with
Australia the best example of what is possible
United
States
Australia
18
13
723,000
557,000
SOURCE: McKinsey “International Education: A Key Driver of Canada’s Future Prosperity,” Advisory Panel on Canada’s International Education Strategy, August 2012; Government of Quebec
One Nova Scotia Roundtable, Halifax, Oct 2, 2014 29
International student
market share (est.)
Percent
International
students
Number
United
Kingdom
Canada
10
5
428,000
240,000

30. Observation 10: Consider the value added tourism opportunities,
and what it will take to capture them
Chinese tourist satisfaction rate
Canada 84.5
Italy 82.7
New Zealand
Spain 82.5
France 82.3
Argentina 81.0
Brazil 80.3
South Africa 80.2
Germany 80.0
Singapore 79.5
One Nova Scotia Roundtable, Halifax, Oct 2, 2014 30
China international travelers by destination
South Korea 2.4
Malaysia
Thailand
Singapore
Indonesia 0.6
Canada
0.4
0.4
Germany 0.3
Mongolia 0.3
0.3
UK
1.1
Cambodia
Australia
1.5
1.2
1.0
USA
Russia
0.8
0.7
Vietnam
1.4
France
1.7
1.6
Taiwan
Japan
Millions, 2011
1.8
SOURCE: McKinsey. CEIC, China tourism yearbook, Euromonitor (2011) Ctrip survey 2/2013; China Tourism Academy “China outbound travel satisfaction survey”
82.6

31. Observation 11: How well positioned are Canada and Nova
Scotia for success in today’s global economy?
In today’s hyper-competitive world, the question for Nova Scotians is: is
One Nova Scotia Roundtable, Halifax, Oct 2, 2014 31
being “pretty good”, good enough?
Rankings Global
Competitive-ness
Index
(WEF)
Innovation
Capacity
(WEF)
Productivity
GDP per
employed
worker,
current
prices, USD
(OECD)
Soundness
of Financial
Systems
(WEF)
Net Debt
to GDP,
2013
(IMF)
(lowest to
highest)
Tertiary
Education,
% of
Population
(OECD)
K-12 Pisa
Results:
Math
(OECD)
Number of
Universities
in Top 100
(Times
Higher
Education)
Ranking of
Cities – EIU
Global
Liveability
(# of cities in
top 10; ties
settled based
on rankings)
Institutional
Strength and
Resilience,
OECD
Countries
(World Bank)
Norway
Finland
Sweden
Estonia
Denmark
12th
18th
Canada
New
Zealand
South
Africa
Hong Kong
Singapore
1st
58th
United
States
United
Kingdom
Germany
Australia
Canada
5th
1st
Switzerland
Singapore
Finland
Germany
United
States
14th
5th
#1
#2
#3
#4
#5
Canada
United
States
Canada
Japan
United
States
New
Zealand
Finland
1st
3rd
China
(Shanghai)
Singapore
Hong Kong
Taipei
Korea
13th
36th
Australia
Canada
Austria
Finland
New Zealand
2nd
n/a
Switzerland
Finland
Germany
Israel
United
States
27th
5th
Luxembourg
Norway
US
Ireland
Belgium
17th
3rd
Finland
New Zealand
Sweden
Switzerland
Norway
9th
17th

32. Observation 12: Trust matters for leading change
Global Trust in Sectors, 2014
79%
75%
66%
65%
65%
64%
63%
60%
59%
59%
55%
51%
51%
Technology
Consumer electronics
manufacturing
Automotive
Food and beverage
Entertainment
Consumer packaged goods
Brewing and spirits
Telecommunications
Consumer health companies
Pharmaceuticals
Energy
Chemicals
Banks
Media
One Nova Scotia Roundtable, Halifax, Oct 2, 2014 32
Global Trust Index, 2014
GLOBAL 54
UAE 79
China 79
Singapore 73
Indonesia 72
India 69
Malaysia 65
Canada 60
Netherlands 60
Mexico 59
Hong Kong 59
Australia 58
Brazil 57
Germany 57
Argentina 53
U.K. 52
Sweden 51
S. Korea 51
S. Africa 50
U.S. 49
France 46
Japan 44
Italy 43
Turkey 41
Spain 39
Ireland 39
Russia 37
Poland 35
50%
70%
Financial services

33. Observation 13: Culture and attitudes matter to success for
Nova Scotia in this profoundly changing world
One Nova Scotia Roundtable, Halifax, Oct 2, 2014 33
• We need to avoid “short term-ism” --- it is hard to
build for our long term future with a quarterly mindset.
A focused, long term Strategic Plan, with clear
implementation milestones and accountabilities, is a
good place to start.
• We need to avoid “status quo-ism” --- it cannot be a
strategy for long term success in a profoundly changing
world. Re-orienting the economy towards more innovation-intensive
firms, particularly start ups, is key.
• We need to avoid “parochial-ism” --- everyone needs
clear “going global” strategies today. Job #1 for
Canada and Nova Scotia is focussed, export market
diversification.
• We need to avoid “risk aversion” in policy and operations.
Consider a number of immediate innovations: reverse trade
missions; foreign student strategy; incubator(s); pervasive
co-op; and Chinese tourism as possible places.

34. NS in a 2 Speed World
Discussion Questions
1. What is the most significant change that will
improve the NS position?
2. What can oneNS to improve the conditions?
3. What are the immediate opportunities?
4. Who are the leaders or catalysts

35. The Clearwater Example
Framing the Discussion
1. What is the most significant change that will
improve the NS position?
2. What can oneNS to improve the conditions?
3. What are the immediate opportunities?
4. Who are the leaders or catalysts?

36. Global Competitiveness and Trade Action Team
J.P. DEVEAU

37. Global Competitiveness
and Trade Action Team
2 October 2014

38. Agenda
• Mandate of the Global Competitiveness and Trade Action Team
• Tonight’s objective
• Initial ideas
• Next steps
38

39. The Global Competitiveness and Trade Action Team will
focus on these goals to be achieved by 2024:
GOAL 5: VALUE OF EXPORTS
Nova Scotia will have increased the total annual value of exports (international
and inter-provincial), currently in the $14B range, by 50% to exceed $20B
39
$20B
$14B
850 1275 GOAL 6: FIRMS PARTICIPATING IN EXPORT
TRADE
The number of Nova Scotia firms participating in export trade will
have increased by 50% over the current level of 850
GOAL 15: FISHERIES AND AGRICULTURE EXPORTS
The value of exports from the fisheries (including aquaculture) and the agricultural
sectors will each have doubled on a sustainable basis
Game Changer VI: Rebuilding Our Trade Economy
Nova Scotia should embrace a free trade orientation and become a champion among provinces for
the reduction of both internal and external trade barriers.

40. What is the path to achieving these goals?
• Companies who have something exportable (and are not) must
start to export
• Companies who are currently exporting must increase their
exports
• We must attract companies who can export to NS
40

41. This begs the following question for each group -
• Companies who have something exportable (and are not) must
start to export
‒ Why are you not exporting?
• Companies who are currently exporting must increase their
exporting
‒ What does it take for you to double your exports?
• We must attract companies who can export to NS
‒ What does it take for you to come to NS?
41

42. Tonight’s objective
• To review and seek feedback on initial ideas to move the needle
on global competitiveness and trade
42

43. Drivers of competitiveness and productivity per
Michael Porter
43
Quality of the
Overall Business
Environment
• Improve business
environment by
focusing efforts on
strategic
sectors/clusters
Speed up
regulations,
permits,
licensing
Remove
unnecessary
costs of doing
business
Design
policies to
support
growth
1

44. Drivers of competitiveness and productivity per
Michael Porter
44
Cluster
Development
• Make strategic choices
to focus on
sectors/clusters with
competitive advantages
and growth potential
Leverage existing
strengths when
building/ choosing
clusters
Compete to
serve
international
markets
Align
policies and
programs to
support
2

45. Drivers of competitiveness and productivity per
Michael Porter
45
Policy Coordination
Among Multiple Levels
of Geography/
Government
• Relentlessly support
improvements to
– Capital spending
– Existing processes
– Training and education
– Innovation
– Entrepreneurship with
global innovation
Efforts should
support
enhancements to
productivity and
Use existing innovation
resources
differently/
better
3

46. Drivers of competitiveness and productivity per
Michael Porter
46
Quality of the Overall
Business Environment
• Improve business
environment by
focusing efforts on
strategic
sectors/clusters
Policy Coordination
Among Government,
Academia, Private
Sector
• Relentlessly support
improvements to
– Capital spending
– Existing processes
– Training and education
– Innovation
– Entrepreneurship with
global innovation
Cluster Development
• Make strategic choices
to focus on
sectors/clusters with
competitive advantages
and growth potential
Speed up
regulations,
permits,
licensing
Remove
unnecessary
costs of doing
business
Design
policies to
support
growth
Efforts should
support
enhancements to
productivity and
Use existing innovation
resources
differently/
better
Leverage existing
strengths when
building/ choosing
clusters
Compete to
serve
international
markets
Align
policies and
programs to
support

47. Start with the business environment
47
Quality of the
Overall
Business
Environment
IMMEDIATE FOCUS
(next 6 months)
• Conduct research with:
a. Successful exporters –
what would it take for you
to double exports?
b. Potential exporters – what
prevents you from
exporting?
• Identify short-term regulatory
changes and other ways to
improve the business
environment to encourage
exports
1

48. Then identify the most attractive clusters
48
LONGER TERM FOCUS
(starting spring 2015)
• Discuss development of
cluster strategy at spring
coalition meeting
• Proceed to make strategic
choices about most attractive
clusters for NS
• Develop roadmap to build the
chosen clusters
Cluster
Development
2

49. Coordinate policies to advance the chosen clusters
49
LONG TERM FOCUS
• Implement roadmap to build
the chosen clusters including
policy coordination
Policy
Coordination
Among
Government,
Academia,
Private Sector
3

50. What role can the private sector play in global
competitiveness and trade?
50
Support 4Front
recommendations
• Strategic
competitiveness
assessment
• Industry collaboration
• Reverse trade mission
Provide mentorship
• Students
• Entrepreneurs
• Other companies
Be vocal and
organized
• Support initiatives
where we can compete
globally
• Support the view that
the private sector
creates jobs
Enhance private
sector leadership
(including leadership
of NSBI)

51. Next steps
51

52. The Clearwater Example (?)
Discussion Questions
1. What is the most significant change that will
improve the NS position?
2. What can oneNS to improve the conditions?
3. What are the immediate opportunities?
4. Who are the leaders or catalysts?

53. Nova Scotia’s Global Competitiveness & Trade
DEFINING A COMMON AGENDA

54. oneNS & Global Trade
• Informing the development of a
comprehensive 10 year plan
• Mobilizing broad based action

55. Discussion Questions
• What is the common understanding of the
‘challenge’?
• What is the shared vision for change?
• What measure(s) will indicate success?
• What can oneNS members do to ‘mobilize
broad based action’?
• What will oneNS members do to mobilize
broad based action?

56. Meeting Close
• Meeting Reflections
– Initial thoughts
– Most important take away
– Opportunities for improvements
• Communications Support
– Key meeting themes

57. Next Meeting November 14 – Annapolis Valley
ONE NS COALITION