SmartCity Blog

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. 

 

 

Our City as a Start-up

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. 

 

 

The Issue of Urban ‘Growth’ in Halifax

By Elizabeth Nicoll 

Urban sprawl. These two little words have caused quite the heated discussion recently amongst many Haligonians, resulting in a sweeping debate on the future of HRM. As development moves further and further away from downtown, it becomes more expensive for municipalities to function. Increased costs for municipalities never end favourably for the taxpayer. With HRM’s Regional Plan five year review now underway, it can be instructive to look at the urban growth strategies in other municipalities.

The city of Toronto, as well as Ontario as a whole, has taken considerable action towards urban growth planning. Through various Acts, Ontario has identified and designated ‘growth plan areas’, and the development of strategic growth plans for specific communities. These growth plans include decisions on how the land would be developed, how resources are to be managed and where public dollars are invested. This has mainly been a provincial initiative, but there was significant cooperation with the various affected municipalities. To go along with this, the province also has set out the rules for land use planning in Ontario and clearly designates what role each level of government takes. Southern Ontario has also developed a greenbelt to constrict growth. On the municipal level, Toronto has implemented policies which the city is obligated to follow in regard to various areas of planning, such as the usage of green space and land use designations.

Another big city which has been actively dealing with urban ‘growth’ is Vancouver. Vancouver implemented a Regional Growth Strategy in 2011, through ‘Metro Vancouver’, a political and corporate entity which operates under provincial legislation. The Local Government Act establishes the authority for the growth strategy, which provides land use framework for planning related to utilities, transportation and housing. Similar to Ontario, Vancouver’s growth strategy clearly indicates which level of government will help with each aspect of the strategy – for example, federal is responsible to provide funding for airports and ports, and the province aids in transportation planning, education and health facilities.

The Stantec report, written by Stantec Consulting, has spearheaded the discussion on urban ‘growth’ in Halifax. The report estimates the total amount of money which HRM could save by centralizing growth is staggering - $670 million over the next twenty years, if 25% of new housing begins in the Regional Centre.The main argument against urban growth planning is that if we constrict growth to a certain area, people will choose to live outside of that area but continue to work in the downtown core. This is undesirable since people will choose to live where property taxes are lower and yet still benefit from services inside the core. It is important that people have a choice to live where they like, but the savings to be realized by focusing our growth on the urban core are too great to ignore, and strategies must be found to address the issues related to growth outside of the urban core, such as an increase in transportation infrastructure, and how these are funded.

The Regional Plan was implemented in 2007, and this five year review is crucial. There has been great progress but evidently much more needs to be done. The Vancouver and Toronto cases show that in order for the Plan to be successful, it will require strong communication and partnerships between many different areas of government and corporations.  It is important to note that clear guidelines have been created for land use, transportation, etc. as well as the collaborative governance system that is practiced in these cities. The Stantec report and the Regional Plan is a tremendous start to achieving this, and Halifax’s downtown core has seen many promising developments in the past few years. The future of HRM is exciting, and once we begin to realize the potential we have there will be no stopping us. 

Read the full article here. 

Author:

Elizabeth Nicoll is a Public Affairs and Policy Management student at Carleton University. 

 

Think Outside the Office

By Robyn Bews 

Preface: Its confession time:  I tried a few times to carve out some time to write this blog in my downtown office- even putting it in my calendar so I would discipline myself to do it. But despite my best efforts I kept getting interrupted and distracted by my beloved but ever extroverted and social colleagues. So, as the Executive Director of WORKshift, I packed up my things and came home to enjoy the solitude of my home office.

Makes sense: write a blog about working remotely from somewhere other than my downtown office (duh-uh).

WORKshift (noun): a management strategy that encourages employees to work where and when they are most effective with a focus on results rather than “presenteeism”.

Nearly 5 years ago with the leadership of Calgary Economic Development we launched WORKshift in Calgary. Our objective was to “accelerate the adoption of flexible and remote work in the Calgary business community”. We believed the research that supported this practice of part-time remote work can improve employee productivity and retention, that it supported organizations in their quest to optimize their real estate (2^nd biggest expense next to employees) and would improve the overall livability of Calgary by reducing unnecessary commutes.

Guess what? It worked. Organizational leaders including those from Human Resources, IT and most often Real Estate and Facilities Management began to connect with us.  They too saw the irrefutable trends towards an increasingly mobile world.  For example, did you know that a quarter of all meetings are now conducted virtually? Don’t believe me? How do you conduct meetings with your partners and clients that don’t work in the same city as you?   What percent of day do you spend actually sitting at your desk? Well, the research says in your average office are only occupied 45% of the time! The rest of the day employees are in coffee shops collaborating, on partner sites, in a boardroom, on an airplane… etc! Think about your own work day and test the theory.

Not only did Calgary organizations get engaged and excited about the opportunities that WORKshift offered their company, employees and community but we started to get interest from other cities and countries wishing to leverage the brand and approach.

We are excited to be launching WORKshift across Canada.  This social enterprise is solely dedicated to supporting workplace transformation.  And while we recognize that while it all starts with awareness and education, companies need more than that to implement.

The most common question we get from leaders is “where do we start, what is the roadmap to success?”   So, in partnership with our Founders KPMG, Citrix and Shaw Business we are on a path to developing a standards-based organization that will do exactly that: create a roadmap. I like to say that we will do for the workforce what LEED did for buildings 15 years ago.

We are so excited to be launching WORKshift with our partners from SmartTrip so that organizations in Halifax will be situated to take advantage of our relationships, expertise, tools and resources.

The inaugural kick-off event in Halifax will take place on November 6^th and features a panel of national experts in areas such as change management, real estate and technology who will engage in an interactive dialogue about WORKshift adoption. For tickets to this free event, please visit this link: https://futureofworkhalifax.eventbrite.ca/.

You may also be interested in:

• WORKshift resources
• WORKshift Twitter
• Halifax news

Author:

While born in Calgary, Robyn has a commerce degree from Acadia University. She has worked as a marketer for multinational organizations including Calgary Economic Development, TELUS Communications and the United Nations.

As a result of Robyn’s leadership, advocacy and management, WORKshift has grown from Canada’s first regional telework project to a social enterprise and the defacto brand for all things related to flexible work in Canada.  

 

 

 

 

Every Community Could Use a Few Super Connectors

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

By Fred Morley

What's most important to growing a business, finding a good job, or finding success in the job you have? This is not a trick question. We all know that what's most important in achieving these objectives is a solid and expanding business and personal network. 

More and more, people are turning to the Connector Programs, a concept that started in Nova Scotia and is spreading across North America, as a way to fast track the development of their networks. Why is this important? Well, when networks intensify, people succeed and communities grow and prosper.

Who are Super Connectors?

Communities that enjoy greater success tend to have a good number of what are called super connectors. Keith Ferrazzi in his book "Never Eat Alone," defines super connectors as "people who maintain contact with thousands of people in many different worlds and know them well enough to give them a call. Restaurateurs, head-hunters, lobbyists, fundraisers, public relations people, politicians, and journalists are the best super connectors because it is their job to know everyone."

Many communities in Nova Scotia have super connectors. They're the people who know everybody and everyone knows them. They're the ones, that like it or not, seem to know everything that is going on in town and they're the first stop when you are trying to understand the mood of a community or find a connection to it if you are a "come from a way". We used to call them busy bodies. Now we call them super connectors. How times have changed. 

Malcolm Gladwell points out that connectors have some special characters... a combination of curiosity, self-confidence, sociability and energy that make them successful at building networks and linking people to people. At the Greater Halifax Partnership, running our Connector Program for the last three years has allowed us to identify the characteristics of a super connector.

What makes Super Connector Super?

• They're people who will fit someone into their schedule within a week that needs to get connected. 
• In a first meeting, they will give someone a full 30 to 40 minutes of undivided attention and sometimes longer. 
• They always "pay it forward' and give connectees three great contact names. 
• A super connector always stays in touch. 
• A super connector never eats alone. 

How to Become a Super Connector

Investment guru James Altucher identifies several ways one can become a super connector.

• Introduce two connectors that don't know each other. Two massive networks of people will connect through you. 
• Introduce two people that have a common idea... they will not forget who set them on the path to collaboration. 
• Engineer or participate in meetings full of interesting people. 
• Reconnect with old friends and colleagues. 
• Show up for meetings and keep your word to connect people forward. 
• Make time for connecting. 

It takes time and commitment to grow and nurture a personal network, but connecting may be the most important thing you do for your job, your business and your community. 

 

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 

 

 

 

 

 

Related articles

Moving from Graduation to Employment

More immigration or bust

Celebrating Diversity in Halifax

It's lonely at the top

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.

 

 

 

 

 

Related articles

More immigration or bust

Celebrating Diversity in Halifax

By Robyn Webb

It’s hard to believe that yet another summer has come to a too-soon end in Halifax. Mornings and evenings are cooler, warm sweaters jammed in the back of our closets are reluctantly dug out, and we’re oh so close to turning on the heat in our homes. Before summer becomes a distant memory, I wanted to share a few highlights from this year’s Annual Welcome BBQ.

Halifax prides itself on being a diverse, multi-cultural, and welcoming city. Our welcome basket comes in the form of several initiatives and community events that help immigrants and newcomers feel more at home. 

Creating a Welcoming Community

Halifax Regional Council has made diversity and creating a welcoming community priorities for our city. In May 2005 Council adopted this vision:

“Halifax Regional Municipality is a welcoming community where immigration is supported and encouraged. Halifax Regional Municipality will work with other levels of government and community partners to increase our collective cultural, social and economic diversity by welcoming immigrants to our community.” 

This led to the creation of the Annual Welcome BBQ. In its first year the event was a fairly small potluck style event, where people came together for conversation and to share traditions. Fast-forward eight years, and although still based on the same values, this annual event has truly become a large celebration of multiculturalism and community.

Halifax at its Best

The Annual Welcome BBQ has grown and matured in all aspects including planning, attendance, entertainment, and community spirit. On Saturday July 7, 2013 approximately 1000 community members - including new Canadians, citizens, families, international students, permanent residents, visitors, organizations, and businesses - filled the South Halifax Commons to join HRM in welcoming newcomers and celebrating Halifax's diversity.

 

Dedicated businesses and organizations throughout Halifax participated in planning this year's event. Committee members for 2013 included Greater Halifax Partnership, Halifax Regional Municipality, Saint Mary’s African Student Society, Boyne Clarke and Scotiabank.

The day was jam-packed with entertainment. Attendees witnessed everything from exciting performances from the Samba Nova drumming group and youth rapper Hickey G, to participating in ever-popular group fitness classes such as Zumba.  This made for hours of entertainment, conversation and celebration.

From all accounts the event was a hit and showed Halifax at its best – welcoming and supporting newcomers to our community. Until next year!

Author:

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