SmartCity Blog

Halifax’s Brand is Your Business

How do you define Halifax?

Is it opening the doors of your local business only to see friendly, familiar faces waiting outside? Is it skating at the Emera Oval in the winter or jogging by the waterfront in the spring? Is it spending Friday night at the Mooseheads game with thousands of other Halifax-loving fans? Is it taking visiting family and friends to see the beautiful sights of Peggy’s Cove? Maybe it’s the overall feel of the city – a vibrant place rich in history, opportunity, and growth.

For me, Halifax is a city where both business and people can thrive. It’s uniquely built not only for residents, but for a thriving economy as well. Whether it’s hiring a recent university graduate, expanding an existing business or starting a new one, Halifax has much to celebrate in our present and for our future.

As leaders in our community, it’s your business to get involved in rebranding Halifax. The Greater Halifax Partnership is partnering with Halifax Regional Municipality to give our residents, businesses, post-secondary institutions and not-for-profit sector the opportunity to share their thoughts on our regional identity, both on and offline. We are asking you, the business community, to define our remarkable region. We would like to hear your thoughts on what makes Halifax a great place to live, work, invest and do business.

The voice of the business community is a key component to bettering the city that we call home. By engaging with the rebrand project, we are working toward better positioning ourselves as the city we have all been working so hard create. Together we can create a compelling and unique international brand – one of our city’s five economic development goals.

You can participate one-on-one at public engagement sessions, on the street, and at community hubs such as farmers markets. The project is also collecting input online via the website DefineHalifaxRegion.com, and several social media channels, including Twitter, @DefineHFX, Facebook, Instagram and Google+. Your feedback will be the basis of a brand recommendation presented to  Halifax Regional Council in spring 2014.

So, what sets us apart from other communities? If you’re new to Halifax, what brought you here and why do you stay? What’s your favourite part about living and doing business here? Take a moment to remember all that Halifax has to offer.

Give it a try – Tweet @DefineHFX about what living in the Halifax region means to you.

Business Owners, Entrepreneurs, SMEs, Corporations – we want to hear from you! On January 30^th or February 6^th, please join myself, Fred Morley and the Greater Halifax Partnership for a networking event to share your thoughts on defining the Halifax region. For more information and to RSVP, visit http://goo.gl/0Vheqm

Author: 

Paul Kent is the President and CEO of the Greater Halifax Partnership. Paul has over 30 years of experience at executive and senior management levels, in both the public and private sectors. 

 

 

Creating smarter cities

(Originally published in Business Voice)

By Paul Kent

Imagine if we could collect and understand information within our city that enabled us to predict where violent crime would take place — before it happened.

Picture a scene where variable wind and speed force, recent rainfall, barometric pressure, tidal and storm surge data about the harbour was collected in advance of a weather system so city officials could accurately predict which emergency resources would be needed, when and where.

Think about the possibilities of collecting real-time data across our often disconnected assortment of systems — water, energy, transportation, public safety — and enabling them to interact for a healthy and sustainable economy and happy and healthy people.

This is not a fantasy.

City officials all over the globe are tapping into the vast amount of existing data in their communities to make decisions based on facts, trends and real-time information to create and deliver value to their citizens. Accessing this data means a city’s unique challenges can be specifically addressed comprehensively and quickly to benefit its citizens and businesses.

How?

In October, the Greater Halifax Partnership invited John Longbottom to speak at our Building Our Future series.

John is IBMCanada’s National Executive responsible for the strategy and execution of IBM’s Smarter Cities Global Initiative. His focus is helping municipal and other public sector organizations improve and transform services to enable cities to become more intelligent and respond to their citizens’ ever-increasing expectations.

As the world becomes increasingly “instrumented”, John helps cities by leveraging and linking the growing availability of data, and by using advanced analytics, to help cities see what they have and how they can work with it more efficiently and effectively.

Remember the crime scenario mentioned above?

In 2005, the Memphis Police Department partnered with the Department of Criminology and Criminal Justice at the University of Memphis. Together they created a predictive analytics system to chart and analyze crime patterns. One data mapping pattern revealed that a high percentage of sexual assaults committed at night were correlated with the presence of payphones outside of convenience stores. To reduce the opportunity for this crime, they moved the payphones inside. This action, combined with many others using analytics over the past eight years, has resulted in a drop in serious crime by 30 percent and violent crime by 15 percent.

In Galway, Ireland, officials started collecting data about the sea and coastal zone using their buoys. They gather information about the weather, sea conditions and water quality. They share this information to manage the operations and marketing of the fisheries. It has helped them develop innovative, knowledge-based products and to put the right resources in place to protect the marine environment.

The ultimate goal for cities using data system collaboration is to create efficiency, because efficiency eases the strain on a city’s budget and frees up time and resources to facilitate economic development and drive prosperity.

What is the first step for Halifax in the journey towards becoming a “smarter city”?

You may be surprised to find it is not more technology. The first step we must take is in changing our mindset.

John characterized this next opportunity and revolution as “a profound shift in thinking and a break from the past.”

At the Partnership, we want to stir up our collective will to see things from a new perspective. Let’s encourage one another to be open to what it will take to reshape and grow our municipality in a sustainable, intelligent, and collaborative way. Let’s use the vast amount of data available in our systems, our expert partners — and from our citizens — to create a smarter city. 

Author: 

Paul Kent is the President and CEO of the Greater Halifax Partnership. Paul has over 30 years of experience at executive and senior management levels, in both the public and private sectors. 

 

 

Rentals and Affordability

The shifting demand in Halifax 

By Ryan MacLeod

Halifax’s housing market has shown a shift to rentals since the recession, with apartments dominating new starts, and rental rates showing more subdued growth as a result. New supply of apartment units was abundant in 2011 and 2012, with new apartment unit starts well above their 10-year annual average and so far in 2013, new apartment construction has shown no signs of slowing down, as starts from January to September have already exceeded the annual average. Meanwhile, new starts of single-detached units have been much tamer, with starts below the 10-year annual average each year since the 2009 recession.

Why the shift? It appears that the shift in new supply from single-detached housing to rental apartments is demand-driven. CMHC has noted that the recent shift in demand is due to multiple factors. Positive net-migration to the city provides a boost in apartment demand, as new migrants tend to be apartment renters. The aging population also provides a boost to apartment demand, as some recent empty-nesters choose to downsize and are drawn to the low-maintenance, single-floor living offered by apartments. Finally, stunted full-time employment growth in the years since the recession has at least temporarily limited the ability of some would-be home owners to purchase their first home, while comparatively strong growth in part-time employment tends to support rental markets.

Despite growing demand for apartment rentals, strong supply growth has increased vacancy rates in recent years. In 2012, the apartment vacancy rate in Halifax was 3.0%, above the average of 2.6% reported by CMHC for 35 census metropolitan areas across the country. While the average vacancy rate is forecast to remain steady in 2013 and 2014, it is forecast to grow in Halifax. 

What does this mean for affordability? A higher vacancy rate is actually a good thing for rental affordability, as excess supply in the market helps to relieve some of the upward pressure on rent caused by increased demand. While average rents are forecast to continue to grow over the next two years, the rate of growth has slowed since 2011 and is expected to continue to do so.

Increased apartment vacancies in Halifax have come at a good time. With major project activity expected to continue growing in the coming years, related employment growth should continue to support migration to Halifax, and as the average age of the population continues to climb, the tastes of retired empty-nesters will likely continue to shift to apartment-style living. Current growth in apartment supply should leave the city’s rental market well-positioned to absorb increased demand in the future without putting too much upward pressure on rents.

View the Partnership's latest economic snapshot here. 

Author: 

Ryan joined the Partnership in September 2013, as an Economist and Project Development Specialist. In his role, Ryan is responsible for conducting research and delivering measurable results in support of the organization’s business plans and the Economic Strategy. This includes leading the development of the Halifax Index, as well as producing project proposals and reports, monitoring economic trends in Halifax, and responding to investor information requests.

 

 

Halifax Speaks: CityMatters 2013

By Alicia Fraser

For the fourth year in a row, the Partnership, MQO Research and Metro Halifax partnered to conduct the CityMatters survey with Halifax residents. The survey was designed to find out what residents are saying about Halifax’s economy, technology, municipal politics, and a range of other key topics. Not surprisingly, results showed that we have great education opportunities (8.1), are interesting and appealing to visitors (8) and Halifax is a great place to raise a family (7.9). But what else are residents saying?

Here are a few highlights...

Downtown Revitalization: Key

More than 80 per cent of respondents want to see the downtown core revitalized, which aligns closely with the goals and objectives of AGREATERHalifax. Events like Dog Days of Summer and the Big Day Downtown are helping to show that the city is working towards becoming a more vibrant and eventful place. There is work to be done, but new initiatives like these noted above and large developments such as Nova Centre and the Central Library, shows that the tides are turning and progress in the heart of our city is moving in the right direction.

Mayor Mike Savage: Successful First Year

Did you know that Mayor Mike Savage is HRM’s first new mayor in 12 years? Respondents are embracing the change and his dedication to Halifax and motivation for making this an even greater place to live. A significant portion of the population, 40% of respondents, gave the Mayor's performance a score of 8 or higher in his first year. What’s his secret? Being himself and giving credit where it’s due.

Police Services: High in the Rankings

Halifax Regional Police have a lot to celebrate. They were given the highest ranking, a 7.5, of any municipal service. Much of this success is accredited to their increased training and education that has allowed them to deal with more issues than ever before, such as mental health and other social issues. Sgt. Mark Hartlen believes fully that the force is capable of facing these challenging issues but urges senior members of the force to keep in mind to not borrow resources from areas that residents are unwilling to compromise on.

Also of note in the realm of public safety, 90 per cent of respondents indicated that they feel mostly or very safe in the downtown core.

Metro Transit: More Changes Coming

Metro Transit scores rose from 6.0 to 6.3. What is noteworthy is that the number of respondents who gave a score of 8 or higher was 33 per cent – a 9% increase from last year. This shows that there is a positive shift in confidence in Metro Transit's service. Where does Metro Transit go from here?  Well, recently a major public consultation was completed to shape the next five-years for the organization. Expected changes include long overdue technology and service upgrades. If you are a commuter like I am, these changes, will be a welcome improvement to our daily commute.

Proposed Projects: Looking Ahead

Respondents not only rated current services but they were asked to choose one of three proposed projects that they would like to see most. The projects included in the survey were a commuter rail, ferry or aquarium. 53% want to see a commuter rail implemented. The benefit would be that downtown could become more accessible for everyone. A feasibility study using existing rail lines from Bedford to the south end has been approved. For now the project is simply an idea but it will be interesting to see where it goes.

 

If you want to learn more about City Matters 2013 view Metro Halifax articles and other resources here. 

Author:

Alicia Fraser is the current Marketing/Communications co-op student with the Greater Halifax Partnership. She is a fourth year Bachelor of Public Relations student at Mount Saint Vincent University. 

Presenting Halifax to the world

(Originally published in Business Voice)

A city that is as attractive and diverse as the nature that surrounds us

By Paul Kent

A colleague recently said, “When people come to Halifax, they want to stay.” How true! The opportunity our unique size presents for work-life balance, our alluringly easy access to nature, creative culture, entrepreneurial spirit, deep academic and military roots and status as an economic hub distinguishes Halifax locally and internationally.

In our competitive world, the ability to tell our story to more people and in more places is a critical strategy to bolster and sustain growth. One part of achieving this success is linked to how we present ourselves.

Halifax’s five-year economic strategy clearly states a need for the city to have an internationally recognized brand that reflects our best qualities and what we aspire to be. The Partnership broadly consulted businesses, academia, not-for-profits and government during the strategy’s development.

These sectors verified the need for a brand which better positions Halifax as competitive and successful in the global market for jobs, talent, investment and tourism. Work is underway on brand development through a joint effort of HRM and the Partnership. Look for public and stakeholder engagement this fall, with our expectation of the new brand being ready for review and approval by HRM Regional Council in early 2014.

Another key way to tell our story internationally is through strategic partnerships and trade missions. On July 30, 2013, the Consider Canada City Alliance (CCCA), an alliance of Canada’s 11 largest cities of which Halifax is one, signed an agreement with the China Council for the Promotion of International Trade to support increased trade and investment between our two countries.

CCCA helps international companies determine best strategies for business expansion in Canada and improves our country’s ability to attract new investment and trade opportunities.The first major trade mission took place in May, 2012 with a follow up mission in April 2013 to Hong Kong, Shēnzhen and Beijing where Halifax gained a number of qualified leads which the Partnership is actively working.

Halifax is also a member of the World Energy Cities Partnership (WECP), an organization of cities that have a core focus on energy (oil, gas, and renewable). Halifax and Aberdeen, Scotland, are among the 18 international cities that are members of WECP. In early September, Mayor Savage met with the Lord Provost of Aberdeen, George Adam, to sign an MOU between the two cities to pursue opportunities of common interest. Signing took place at the Offshore Europe Conference in Aberdeen.

While nurturing international relationships and attracting new investment is key to growing Halifax’s economy, so is facilitating the growth of existing businesses. Many of us do not realize that more than 850 companies in Nova Scotia export products and services around the world. Nova Scotia Business Inc. helps Nova Scotia companies enter international markets. This fall there are trade missions to Aruba and Brazil with many more on the horizon.

Part of our international success and long-term economic growth is also linked to each of us being ambassadors for Halifax — promoting Halifax’s competitive advantages and sharing our affection for our city and region. The Partnership has developed a suite of materials to market Halifax as a location of choice for business and talent. Your business is welcome to use the industry profiles, videos, success stories and GIS tool found at whyhalifax.com or contact us for customized or more in-depth information.

Working in partnership and with a common purpose, we can build on our strengths and make Halifax a truly international city that is as attractive and diverse as the nature that surrounds us.

Author: 

Paul Kent is the President and CEO of the Greater Halifax Partnership. Paul has over 30 years of experience at executive and senior management levels, in both the public and private sectors. 

 

 

Fresh ideas for growing prosperous cities and communities

Originally published in the Nov. 2013 issue of the Nova Scotia Business Journal 

By Fred Morley 

Success requires that we understand our economic ecosystem

As our new government starts to get its feet wet with economic development, now is the time to look at a few new ideas. By new ideas, I don’t mean old ideas or simple ideas…I mean new ideas. 

There are lots of genuinely new ideas for growing cities and communities. In fact, I have some new favourites.

The first is a concept from Brad Feld who published the ground-breaking book “Start-up Community” last year. Feld speaks to the vital role entrepreneurs play in the growth of communities and how governments can either help or hurt this process. The second is the concept of “Economic Gardening” popularized by the Edward Lowe Foundation. 

Start-up communities need start-ups and entrepreneurs. But that’s not enough to ensure success. Feld’s “Boulder Thesis” (Feld is based in Boulder, Colorado) suggests that successful start-up communities have four elements:

1  The start-up community is entrepreneur led. These entrepreneurs have to be networked in a very real sense. Partnership attitudes are required. Zero sum mentality (the notion that there must be one winner and one loser; for every gain there is a loss) is a start-up community killer. 

2  Communities have to commit for the long term. Building a start-up community is a 20-year process and doesn’t adapt well to the three- or four-year cycle of government. It’s why start-up communities can’t be led by governments.

3  Start-up communities are not an exclusive club but are open to anyone who wants to join. Those that can’t partner or have zero sum or “old school” compete-with-my-neighbour attitudes are quickly excluded.

4  Activities and events are important. But they can’t be the old school cocktail receptions, awards banquets and speaker of the month clubs. Think more start-up weekends and hackathons.

Feld distinguishes between “leaders” (the entrepreneurs who must lead the process) and “feeders” (organizations like government, NGOs, universities, suppliers and basically everybody else). His basic observation is that feeders can’t lead. Governments sometimes try this but they are hierarchal and slow moving. Start-up communities are networked and move fast. 

So we need entrepreneurs to lead growth in our communities and we need to support them as much as possible. Businesses invest more in business lines that generate the best results; we need to rejig our business support structures to do exactly that. This doesn’t mean picking winners. That’s not required because winners pick themselves. It’s pretty easy for communities that have active business outreach programs, like Halifax’s Smart Business program, to identify companies that are consistently growing by more than 20 per cent a year.  

Many successful communities focus economic gardening programs on exactly these kinds of companies. The Edward Lowe Foundation in the U.S. runs economic gardening programs in 42 states, so it is not an experimental concept. It’s just new to us. These kinds of programs encourage business networks, peer-to-peer learning often through business accelerators. Accelerators put promising business leaders from hyper-growth companies through a comprehensive assessment and a kind of boot camp for business where key skills are learned and shared.  

Concepts like start-up communities and economic gardening all have one thing in common, a much deeper understanding of the nature and needs of successful business and successful communities. These kinds of ideas recognize that business and communities prosper or fail because of the business ecosystems they exist in.  Success requires more than simple ideas and short-term band-aids.  Success requires that we understand our economic ecosystem.

You might also be interested in: 

• Feld's "Boulder Thesis" (video)

Author:

Fred Morley is the executive vice president and chief economist of the Greater Halifax Partnership. He has written over 100 articles on economic growth issues and presented his views to dozens of organizations and governments around the world. You can reach Fred at fmorley@greaterhalifax.com. 

 

 

 

 

 

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Every Community Could Use a Few Super Connectors

Supporting Entrepreneurs at CEED

Moving from Graduation to Employment

By Sasha Sears

How many times in your life have you been asked, “What do you want to be when you grow up?” Probably more than a few.

No matter how many times your answer may have changed, there is one consistency – to start and grow a career you need to know the qualifications required, how to get them and where the jobs are.

A number of Halifax organizations are here to help.  Just last week, the annual Halifax Career Fair brought together 1,200 students and 127 companies , including Fortune 500 companies, government agencies, and fast growing organizations at the Cunard Centre.

The Career Fair is all about exploring possibilities, learning about the many education options and industries in the city, and finding the right career fit for you. It’s not only a great place for students to get connected with potential employers; it also helps introduce businesses and organizations to new talent, filling their labour needs.  

The energy and attendance at this year’s event was fantastic. From beginning to end, there was a constant buzz and a steady stream of students at the Partnership’s table wanting to learn about our Connector Program. With the various companies represented at the Halifax Career Fair this year, the Connector team not only attracted new participants but also some excellent new Connectors.

Connecting Talent to Opportunity

The Connector Program is a simple yet highly effective free networking program that puts newcomers and young professionals directly in touch with local business people, civil servants and community leaders who volunteer as Connectors – people who are in the habit of making introductions and connecting others to opportunities. Through one-on-one meetings with several Connectors who work in their field participants:

• Learn about the local job market
• Enhance their networking skills
• Build a professional network
• Improve their job search

We encourage any new graduates or soon-to-be graduates to take advantage of the program. There are opportunities readily available throughout the year.  

Business and community leaders are also encouraged to sign-up as Connectors. Connectors benefit from:

• Access to local talent
• Increased awareness about your organization and industry
• Knowing they are opening doors for people and helping them succeed in Halifax
• Making Halifax a more welcoming and diverse community

For more information visit www.greaterhalifax.com/connector or call 490-6000 to make the connection happen today.

Author:

Sasha is the Project Coordinator for the Young and Emerging Talent stream of the Partnership's Connector Program.

 

 

 

 

 

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More immigration or bust

BioMarine 2013 Showcases Ocean Expertise

“Exchange, present, share and interact…this is BioMarine”

By Robyn Webb

When it comes to having a relationship with the ocean, Halifax and Nova Scotia are in a unique position. Not just with our location beside one of the world’s largest natural harbours but with the numerous sectors and industries in our economy that are shaped by the ocean. Everything from science, to energy, to tourism, to nutraceuticals is impacted by our connection to the ocean.

With the significant growth of Nova Scotia’s BioMarine industry in the last number of years, it’s no surprise that Halifax was chosen to host this year’s international BioMarine Business Convention.

Dedicated to the growth of the biomarine industry, this conference brings together executives and CEOs from marine ingredients, marine cosmetics, marine nutraceuticals, aquaculture, aquafeed, marine bio energy, pharmaceuticals and clean tech companies. This is the 4^th BioMarine event and the first to be held in North America.

BioMarine 2013 attracted both national and international attention.  This four-day convention was packed solid with presentations and opportunities for Halifax and Nova Scotia-based companies to develop global connections and showcase their biomarine expertise, innovations and products to an international audience.

Ocean technologies is one of Nova Scotia’s largest advanced technology industries, accounting for about one-third of all R&D performed by businesses in the province. Including spin-offs, ocean-related industries generate approximately $5 billion, or 15% of provincial GDP. Today, there are over 200 companies doing oceans sector business in Nova Scotia.

The Greater Halifax Partnership hosted a BioMarine 2013 event which saw ocean sector companies and organizations from Nova Scotia present to delegates from 12 countries. Presenters included:

• Nova Scotia Business Inc
• Innovacorp
• BioNova
• Acadia Seaplants Limited
• Ascenta Health 
• Resolution Optics
• Pro-Oceanus
• International Options & Trade
• Export Nova Scotia
• Dalhousie University
• National Research Council

These companies gave an exceptional overview of marine natural products, blue bio-technology, and associated industries in Nova Scotia.  Looking forward, the BioMarine industry in Nova Scotia will only continue to grow. Biomarine companies looking to expand or invest in marine innovations should have Nova Scotia on their radar. 

 

Nova Scotia stands out above the rest

When it comes to ocean-related business, Halifax and Nova Scotia have a lot to offer to international companies looking to locate here or develop partnerships with Nova Scotia-based companies and research institutions. 

• International centre of excellence in ocean science with a critical mass of scientists undertaking exciting marine R&D
• Nova Scotia is home to 450 PhDs in ocean-related disciplines, the highest in the world
• Niche in marine-derived nutraceuticals and food additives
• Home to a defence and security cluster specializing in marine applications

 Author:

Robyn Webb is the Director of Business Retention and Expansion and Labour Market Development for Greater Halifax Partnership. Robyn leads the SmartBusiness team and is responsible for visiting employers in Greater Halifax to discuss the challenges, needs and opportunities facing our business community. 

More immigration or bust

Originally published in the Sept. 2013 issue of the Nova Scotia Business Journal

By Fred Morley

Economic development professionals are always looking for an edge for their community ­–– something that will help them out-compete their neighbours.  Smart communities have figured out that immigrants can give them that edge over the competition.  

In Nova Scotia, our provincial immigration strategy has figured out that we need more newcomers. We just haven’t figured out how to get a lot more.  Immigration levels have been flat over the last number of years although there was a bump in permanent residents to about 2,400 in 2012, about the same as Kitchener, Ontario. In addition, we had about 4,400 temporary foreign workers and about 3,300 international students working and studying hard in our province in 2012.

The good news here in Nova Scotia is that organizations like ISIS, the Greater Halifax Partnership and the Nova Scotia Office of Immigration have figured out how to retain more immigrants. We are up from mid 40 per cent retention a decade ago to over 70 per cent these days. But as economic development organizations know, good isn’t good enough when it comes to immigration. 

So how do immigrants help economies grow?  A recent research paper by the International Economic Development Council in Washington DC laid this out pretty clearly.

According to this recently published report (The Economic Development Impacts of Immigration), immigrants can enhance the attractiveness of a community to external investors by rounding out the labour pool with skills that may be in short supply locally. At the other end of the labourforce spectrum, immigrants often take jobs that are not in their field or below their skill level. Immigrant spending creates demand in local stores, restaurants and for other service providers.  In general, immigrants are as close to the magic elixir for community growth as economic developers can find. 

According to the IEDC report, U.S. immigration between 1990 and 2006 caused almost a three per cent bump in average real wages and an 11 per cent  jump in employment.  Immigrants in the science, technology, engineering and math fields (STEM) help the most. Every 100 STEM immigrants create 86 jobs for native workers. 

Immigrants also had a higher likelihood than native born to become entrepreneurs. The IEDC study points out that almost a quarter of new high technology companies had at least one immigrant as a founder. Between 2006 and 2012, these startups generated more than $63 billion in sales and employed more than 560,000 workers in the U.S. Indeed immigrants are twice as likely to become entrepreneurs as native born Americans and account for one in 10 private sector workers.  The percentage is even higher in Canada. 

Immigrants also help with demographic challenges.  The vast majority of immigrants are in that sharply declining but vital working age population ­­–– 18 to 64 years. They also have more kids per family than native born. 

In the U.S., it is widely understood that better immigration policy will act as a fiscal tonic for the American economy. Earlier this year, a nonpartisan Congressional Budget Office report found that proposed immigration reform would boost GDP per person by $1,500 and reduce the federal deficit by over $2.5 trillion. All of this translates directly into Canada.

Smart communities and smart states and provinces are pressing hard for higher levels of immigration.  It’s not surprising that good economic developers are implementing innovative new policies to attract, retain and engage newcomers.  The report goes on to list examples of best practice immigration programming across North America, including the Greater Halifax Partnership Connector Program which has now expanded to 15 Canadian communities. 

So communities everywhere have figured out that immigration is one of the keys to a prosperous future. The competition for those immigrants just got tougher.

Author:

Fred Morley is the executive vice president and chief economist of the Greater Halifax Partnership. He has
written over 100 articles on economic growth issues and presented his views to dozens of organizations and governments around the world. You can reach Fred at fmorley@greaterhalifax.com .

 

It’s lonely at the top

Learning from Your Peers and Growing Your Business

By Robyn Webb

What would you do if your company faced a significant quarterly loss? Would you choose to lay-off a number of your employees, or would you choose another solution?

What if you were looking to enter new markets? Would you know the best strategy and how to strike the balance between ambition and “overreach”?

As a business leader, you face challenges and opportunities almost on a daily basis. Unfortunately, there is no playbook on how to successfully run and grow your business, and there often isn’t a strong support network to help you effectively manage situations.

To address this issue, The Partnership has created the Business Leaders’ Roundtable Program for Halifax-based business leaders to connect with experienced professionals who have been through similar situations and can provide valuable insights and potential solutions. 

Joining the Business Leaders’ Roundtable

Roundtables are unique opportunities for business leaders to share knowledge, develop a source of ongoing business support, and increase their effectiveness in an environment that promotes business improvement and success.

The Business Leaders’ Roundtable Program is currently running and is open to owners or senior executives from Halifax-based companies that are beyond the start-up stage and are:

• Expanding export sales, including opening up new export markets; and/or
• Commercializing innovative products or processes

Roundtable Benefits

Roundtables can help their members address a wide range of issues including;

• Planning for growth, and addressing specific growth-related issues.
• Finances, including financial planning, leveraging assets, securing additional equity or debt financing, and cash management in a growth setting.
• Finding, recruiting and retaining high-skill, high-demand employees.
• Handling difficult personnel issues.
• Relationships with Boards of Directors.
• Identifying priority markets

....and many more

How Business Leaders’ Roundtables Work

Each roundtable has a group of 8 to 10 members and is led by an experienced facilitator. Once placed in a group, you will meet once a month from 9 a.m. - noon.

In each meeting, one or more members describe an opportunity or challenge that they are currently facing. Other members of the group provide input, feedback and share insight from similar experiences. The discussions focus on how to capitalize on opportunities and address challenges, benefiting from the collective input of the group.

And there’s no need to worry about sharing information. Confidentiality is a must, as all members are required to sign non-disclosure agreements, and competitors are placed in separate groups.

For more information or to join the Business Leaders’ Roundtable Program you can visit https://www.greaterhalifax.com or contact me, Robyn Webb, at (902) 490-6268 or rwebb@greaterhalifax.com.

 

Author:

Robyn Webb is the Director of Business Retention and Expansion and Labour Market Development for Greater Halifax Partnership. As part of her position Robyn oversees the Business Leaders’ Roundtable Program.