IN MEMORY OF RON HANLON

This plan is dedicated to the memory of Ron Hanlon, President and CEO of the Halifax Partnership (2015-18). Ron was instrumental in developing Halifax’s Economic Growth Plan for 2016-21. Ron described his ambitious vision of Halifax’s future, which is captured in this plan, as both optimistic and realistic. He set a high bar, and then set to helping us clear it. We shall strive to honour his memory by sustaining his positive sense of urgency and his unbounded optimism for our city.

Lead Organization Funding Partners TABLE OF CONTENTS

MESSAGES 4

EXECUTIVE SUMMARY 5

HALIFAX VALUE PROPOSITION 8

ECONOMIC GROWTH PLAN FRAMEWORK 12

ACTION PLAN: YEARS 3-5 14

IMPLEMENTATION AND ENGAGEMENT 23

MEASUREMENT 23 4 HALIFAX ECONOMIC GROWTH PLAN 2016-21

MESSAGES

MIKE SAVAGE, Mayor of Halifax MATT HEBB, Chair of the Board of Directors, When we launched the Economic Growth Plan in 2016, it gave us a Halifax Partnership glimpse of what was possible for our city. Ambitious as those goals The launch of the Years 3-5 Action Plan reminds us that alignment seemed, we are starting to see the tangible results from our efforts and collaboration between partners and a clear vision and goals are as more people and more businesses invest in our future. key to success and prosperity for our city.

It’s been another strong year for population growth through Launched in 2016, Halifax’s Economic Growth Plan was the result immigration. In 2017, thousands of new residents called Halifax of many groups and individuals coming together to share their home, bringing their families, talent and cultures with them. ideas about what it will take for Halifax to grow and prosper. Now, two years in, we can evaluate and celebrate our success to date, When I market Halifax to the world, I am proud to tout the city’s and identify areas where more work needs to be done. TLC—talent, location, cost—advantages. In the next three years, we will continue to build on Halifax’s value proposition, a story that increasingly includes innovation. With a significant startup We’ve had a great start on our journey. The last two years have been positive in terms of our community and landmark private and public sector investments directed toward harnessing our population and GDP growth, but as always, we must continue to move forward determinedly and ocean advantage, Halifax’s Innovation District is rapidly emerging as the place to launch, grow and focus on building on this growth. We’ve started to build momentum, and now we need to accelerate attract business. that momentum, utilizing the power of innovation and immigration. These two areas are key if we are to achieve our goals of a population of 550,000 and a GDP of $30 billion by 2031. More than ever, urban centres drive population and economic growth. However, people are drawn to Halifax not just to enjoy the comforts of a bustling city, but because they can leave their condo, When we all work together to retain youth and newcomers, help businesses grow and innovate neighbourhood, or cruise ship and be in a still-wild part of in less time than it takes to and attract new investment to our city, everyone benefits. The result will be an even more vibrant, commute across other Canadian cities. welcoming, prosperous Halifax that residents are proud to call home and where others want to do business, live and visit. The Partnership’s job is to lead our community in achieving our shared The goals in this plan are quantitative and visionary. Let’s remember that many organizations need vision for Halifax. As we proceed, we will continue to monitor and measure the goals and objectives to work together to achieve this vision for Halifax. I am inspired and energized by this plan and outlined in this Economic Growth Plan, and adjust when necessary, to ensure success. We are invite you to roll up your sleeves and continue to help build our future for the next three years and excited to continue this journey with you to grow our city. beyond. Together we can make Halifax a city where everyone can find opportunity.

5

EXECUTIVE SUMMARY

INTRODUCTION Halifax needs to grow.

We all know this. We also know that a prosperous future won’t simply be handed to us. So, in 2016, we embarked on a journey together to make it happen with the launch of Halifax’s 2016-21 Economic Growth Plan. Sustained growth is hard work and achieving it will be hard-won. We must be driven to succeed, not quietly or passively, but with energy and intensity. We must work together, with shared goals and fresh thinking. Halifax’s Years 3-5 Action Plan will help us continue to do just that by laying out a plan of action that will see people, business and government working together to achieve measurable results for the next three years and beyond.

THIS IS WHERE WE’VE On the trade front, the Canadian Free Trade In contrast to these steps toward trade COME FROM Agreement (CFTA)—an intergovernmental liberalization, there is now a very real threat When the 2016-21 Economic Growth Plan was trade agreement among the federal, provincial that the North American Free Trade Agreement finalized in spring 2016, a slowing Chinese and territorial governments—entered into (NAFTA) may be altered significantly, if not economy, falling oil prices and a depreciating force in July 2017. Shortly thereafter, in repealed. Statements on trade issues from Canadian dollar were cited as concerns. September 2017, the Canada-European Union the American administration, including recent Comprehensive Economic and Trade Agreement tariffs on aluminum and steel imports, have led Almost two years later, some of the old concerns (CETA) came into force. In March 2018, the some to fear that the fundamental structure remain and new challenges have arisen. Trans Pacific Partnership was resurrected as the of international trade maintained by the World Comprehensive and Progressive Agreement for Trade Organization (WTO) may be in jeopardy. From the US$90 per barrel range in mid-2014, Trans-Pacific Partnership (CPTPP) and signed oil prices dropped to the mid-$30s in early by Canada and ten other countries, including Closer to home, the policy environment has 2016 before rebounding to current levels closer Australia, Japan, Mexico and New Zealand, but remained generally stable following the re- to US$60. The Canadian dollar has remained not the United States. Exploratory discussions election of HRM Mayor Mike Savage and many reasonably stable, generally trading in the and negotiations continue with a variety of other councillors in fall 2016 and of the incumbent US$0.75-$0.80 range since early 2016. The era countries and trade blocs, including China, India, provincial government in spring 2017. of ultra-low interest rates is coming to an end the Association of Southeast Asian Nations The provincial economy continues to grow at as the bank rate has had three 25 basis point (ASEAN) and MERCOSUR (Argentina, Brazil, a tepid pace, with predicted average annual increases since June 2017. Paraguay, Uruguay). 6 HALIFAX ECONOMIC GROWTH PLAN 2016-21

growth just under 1% over the period 2017-22. institutional and infrastructure construction The most encouraging developments have There is insufficient evidence yet to definitively Over this period, the provincial economy outside projects continue to come on line. New occurred on the population front. The most declare these positive numbers as the of Halifax is forecasted to contract. Halifax’s development also is occurring outside the urban recent population estimates from Statistics beginning of a long-term trend, but they are share of the provincial economy will rise from core, such as the opening of the Moose River Canada for Halifax, released in February 2018, very encouraging indicators that efforts aimed 56% in 2017 to 58% by 2021. Gold Mine. showed population growth from 2015 to 2016 at growing our population are achieving that was the largest increase seen in decades, meaningful results. Labour force growth is less In Halifax specifically, the massive shipbuilding The Conference Board of Canada’s growth followed by another year of robust growth from robust, however, with the effect of population project continues, but major projects such as projections for Halifax’s GDP have drifted 2016 to 2017. Within this population growth was increases being muted by an increasing number the “Big Lift” work on the Macdonald Bridge downwards slightly over the past two years. a substantial uptick in immigration. Statistics of retirees. and the construction of the new Nova Centre Growth of 1.9% is forecast for 2018 and for youth retention have also shown marked have wrapped up. Cranes continue to dot the remains in the range of 1.5% to 1.9% out improvements during the past two years. city’s skyline, and large residential, commercial, to 2022.

THIS IS WHERE WE ARE The Economic Growth Plan emphasizes alignment of efforts across groups working on economic development initiatives and measurement of results and progress toward goals.

We now track more than two dozen Economic Although the five-year quantitative stretch Halifax is a great place to live and work, and Growth Plan key indicators (see pages 14-22) goals are not yet all in reach, all are at least we all want to do everything we can to help and report on them regularly. Beyond simply progressing. Indicators that have worsened from it prosper. This is how we do it. tracking the statistics, we make assessments the baseline period generally have declined only as to whether indicators are improving or marginally. Both the opportunities and challenges worsening, and whether they are on track before us remain large, but real progress is to meet Economic Growth Plan targets. Our occurring due to the shared efforts and optimism approach mirrors the one taken for tracking of businesses, governments, organizations and OneNS goals, which can be seen on a individuals throughout the municipality. dashboard at https://onens.ca/. 7

THIS IS WHERE WE ARE GOING

Clear Focus We must focus on what we do best. Clear Vision We will leverage our ocean advantage, Clear Alignment By 2031, we want to grow our build on our educated and innovative There’s a piece of this plan that population to 550,000 and our community and showcase the best each of us can lead. While business, GDP to $30 billion. It’s a tall order. rural/urban lifestyle in Canada. government and industry have all But one we can achieve, together. played a role in its development, it’s ours to own. 8 HALIFAX ECONOMIC GROWTH PLAN 2016-21

HALIFAX Halifax is a hub for ocean science, innovation, business, defence and tourism. The ocean drives our economy and provides competitive advantages in key sectors like ocean VALUE technology, defence and advanced manufacturing and transportation and logistics. Our city is home to Maritime Forces Atlantic and hundreds of scientists engaged in ocean R&D at PROPOSITION , Defence Research and Development Canada, the Bedford Institute of Ocean Oceanography, Nova Scotia Community College and numerous marine-based companies. Twenty per cent of all R&D businesses in Nova Scotia are in ocean technology. The new Advantage Centre for Ocean Ventures and Entrepreneurship is a collaborative applied innovation facility where ocean technology enterprises can commercialize and grow. Halifax is proud to be a lead partner in the Ocean Frontier Institute, an international hub for ocean research, and Canada’s Ocean Supercluster, an industry-led initiative to grow Canada’s ocean-related research capacity, technology expertise and economy.

Halifax is a smart city. Our six universities and three community college campuses Educated/ provide a steady stream of skilled and educated graduates, attract young people from Innovative around the world, and support numerous knowledge-based industries including financial services, ICT, life sciences and ocean technology. In addition to providing an educated Community workforce, universities also account for 68% of R&D activity in Nova Scotia.

Halifax is an excellent place to live, work and play. Residents can live and work in more Excellent than 200 rural, urban and suburban communities that boast a variety of businesses, dining, nightlife and arts and entertainment options. There are few places in the world where you Rural/Urban can get from the boardroom to the beach in less than 30 minutes. Halifax is one of them. Lifestyle Our enviable combination of urban amenities and rural, natural beauty offers an exceptional quality of life for current and prospective residents and businesses. 9

Halifax’s Economic Growth Plan identifies four strategic goals that build upon our competitive advantages to accelerate population and economic growth over five years.

1. Promote and Maximize Growth: Grow Halifax’s GDP to $22.5 billion by 2021. This focuses on making it easier to do business in Halifax and capitalizing on our best economic opportunities.

2. Attract and Retain Talent: Grow Halifax’s labour force to 271,000 by 2021. This is aimed at holding on to immigrants, international students and recent graduates, and making the best use of our available workforce.

3. Make Halifax a Better Place to Live and Work: Grow Halifax’s population to 470,000 by 2021. This hones in on improving and showcasing our quality of life, both for its own sake and to attract residents, workers and business to the city.

4. Align Economic Development: Organize Economic Development Actions. This ensures that the city’s and province’s economic development organizations, policies and programs are in alignment and moving in the same direction toward our shared economic goals for Halifax and Nova Scotia. 10 HALIFAX ECONOMIC GROWTH PLAN 2016-21

Collaboration is critical to success. 11

Halifax’s Economic Growth Plan informs and shapes municipal decision-making and activity. It guides the activities of the Halifax Partnership and other economic development agencies, and influences and aligns stakeholders to support Halifax’s economic growth. The success of this plan depends on collaboration among many individuals, businesses and agencies throughout the Halifax region.

»»The Halifax Partnership leads the Economic »»Ongoing engagement from provincial Growth Plan implementation and is the and federal partners, the private, post- coordinating body responsible for tracking secondary, arts and culture, not-for-profit and monitoring progress against goals sectors and communities at risk are also and objectives. The Partnership’s Board of critical to successful implementation of the Directors provides oversight and strategic plan. guidance on the ongoing implementation of the plan.

»»The Mayor and members of and the Community Planning and Economic Development Standing Committee provide oversight and ensure alignment to the municipality’s programs and economic priorities. 12 HALIFAX ECONOMIC GROWTH PLAN 2016-21

By 2031, we have grown to: Population 550,000 (1.7% per year) VISION GDP $30 billion (2.9% per year)

Ocean Educated/Innovative Excellent VALUE Advantage Community Rural/Urban Lifestyle PROPOSITION

ECONOMIC GROWTHECONOMIC PLAN FRAMEWORK 5-YEAR Promote & Attract Make Halifax Align STRATEGIC Maximize & Retain a Better Place to Economic GOALS Growth Talent Live and Work Development 13

Promote & Maximize • Make Halifax an easier place to do business • Collaborate around major projects to Growth maximize their impact on the economy • Work nationally and internationally to Grow Halifax’s GDP to attract investment and increase trade • Promote clustering of people and $ business in urban and rural areas 22.5 billion by 2021 • Improve the conditions for innovation and entrepreneurialism

• Create opportunities for youth, • Promote private sector involvement Attract & Retain Talent including international students, in experiential learning to put down roots in Halifax • Increase workforce attachment Grow Halifax’s labour force • Attract immigrants and expatriates and combat systemic barriers to 271,000 by 2021 to Halifax

• Ensure access to arts, culture, • Improve mobility so that people recreation and natural assets can live and work more effectively in Halifax Make Halifax a Better • Foster cultural proficiency and • Increase Halifax’s environmental social inclusion Place to Live and Work sustainability and resiliency • Showcase Halifax to encourage Grow Halifax’s population • Make Halifax more family and people to visit, live and work here children friendly to 470,000 by 2021 • Make Halifax a more affordable place to live 5-YEAR STRATEGIC GOALS & OBJECTIVES & GOALS STRATEGIC 5-YEAR

Align Economic • Increase awareness of the role Halifax • Monitor the Economic Growth Plan’s Development plays in Nova Scotia’s and Canada’s progress and adapt actions as required economic development Organize economic development actions • Improve coordination of economic development activities 14 HALIFAX ECONOMIC GROWTH PLAN 2016-21

ECONOMIC GROWTH PLAN FRAMEWORK: ACTION PLAN – YEARS 3-5

GOAL 1: PROMOTE & MAXIMIZE GROWTH GROW HALIFAX’S GDP TO $22.5 BILLION BY 2021

MEASUREMENTMEASUREMENT 5 YEAR ACTIONS MUNICIPAL KEYKEY STAKEHOLDERSSTAKEHOLDERS (Figures in parentheses ObjectiveOBJECTIVES YEAR 1-2 ACTIONSYears 3-5 (To be modified as required) (Figures in parentheses indicate baseline LEAD (To be modified as required) indicate baseline values) values.)

1. Implement the Joint Project on Regulatory Modernization with the Province of NS / Halifax Partnership / Business Increase average HRM Province of Nova Scotia to reduce red tape. Community / Halifax Chamber of Commerce annual income growth (1.2% growth in personal 2. Adopt and implement the Centre Plan to guide community HRM Halifax Partnership / Community at Large income per capita in 2015) development and support economic growth in the heart of the region. 3. As part of the Halifax Charter Review, identify potential powers and HRM Province of NS (Municipal Affairs) / Halifax Partnership • Increase average annual income approaches HRM could adopt to grow Halifax's economy. growth Increase the total number of jobs 4. Implement HRM's Customer Service Strategy, with a focus on continuous (1.2% growth in personal income HRM Halifax Partnership / Community at Large (224,100 were employed in 2015) improvement, to enhance service to business and residents. per capita in 2015) 5. Continue to implement HRM Planning and Development’s organizational • Increase the total number of jobs renewal program that includes the communication of approvals’ Increase the share Halifax Partnership / Urban Development Institute of NS / (224,100 employed in 2015) standards and timelines to the public, replacement of the permitting HRM of full-time work Development Liaison Group / Community at Large and licensing system, the rationalization of fee-based services and (83% of jobs were • Increase thefull-time share of in full-time 2015) work Make simplification of land-use bylaws. 1.1 (83% of jobs were full-time in Halifax an 6. Benchmark business climate indicators and communicate them to HRM / Province of NS / Government of Canada / easier place Halifax Partnership 2015) to do business business. Business Community Increase the share of 7. Enhance the Halifax Partnership's Business Retention and Expansion • Increase the share of business that HRM / Province of NS / ACOA / Post-Secondary businesses that consider Program to connect business to resources and inform regulators of Halifax Partnership considers Halifax esan above- Institutions / Business Community Halifax an above-average company common issues. average placeplace to to do do business business (15% of businesses(15% of businesses in Spring 2015) 8. Provide the most up-to-date, relevant economic information on Halifax to Halifax Partnership HRM / Province of NS / NSBI in spring 2015) help businesses relocate, stay and grow in Halifax. • Reduce commercial vacancy rates 9. Provide aftercare to new companies that have chosen Halifax as a new HRM / Province of NS / NSBI / ACOA / Post-Secondary in the Partnership location for their business. Institutions / Business Community (14.3% vacancyReduce in Q4commercial 2015) 10. In partnership with the Province, develop an approach to resolve vacancy rates in the HRM / downtown ownership, taxation and planning issues on residential and community- Province of NS / Community at Large • Increase the commercial property Halifax Partnership tax base (14.3% vacancy rate owned properties without clear title. in Q4 2015) ($8.2 billion in 2016) 11. Assess potential commercial taxation improvements identified by the Halifax Partnership / Business Community / Business HRM business community. Improvement Districts / Halifax Chamber of Commerce Increase the commercial Province of NS / Black Business Initiative / ANS property tax base 12. Develop and implement an African Nova Scotian (ANS) Action Plan to HRM / Organizations / Business Community / Not-for-Profit Sector / (estimated $8.2 billion advance ANS economic development and community priorities. Halifax Partnership Post-Secondary Institutions / Community at Large in 2016) 15

GOAL 1: PROMOTE & MAXIMIZE GROWTH GROW HALIFAX’S GDP TO $22.5 BILLION BY 2021

MEASUREMENTMEASUREMENT 5 YEAR ACTIONS MUNICIPAL KEY KEYSTAKEHOLDERS STAKEHOLDERS (Figures in parentheses ObjectiveOBJECTIVES YEAR 1-2Years ACTIONS 3-5 (To be modified as required) (Figures in parentheses indicate LEAD (To be modified as required) indicate baseline values) baseline values.)

HRM / Province of NS / NSBI / Business Community / Increase average 13. Expand the Sell Halifax Program to increase investment. Halifax Partnership Industry Associations / Discover Halifax / Gateway Partners / annual income growth (1.2% growth in personal Events East / Post-Secondary Institutions / ACOA income per capita in 2015) 14. Ensure alignment and collaboration on investment attraction and FDI Halifax Partnership Province of NS / NSBI / ACOA aftercare activities related to Halifax. 1.2 Work Increase the nationally and 15. Leverage regional, national and international partnerships to increase HRM / Province of NS / NSBI / Industry Associations / total number of jobs Halifax Partnership internationally trade and investment. Business Community (224,100 were employed to attract in 2015) investment and increase trade 16. Strengthen and raise awareness of the Halifax Gateway. Halifax Partnership HRM / Gateway Partners / Business Community Increase the share of full-time work (83% of jobs were 17. Implement the three-year master plan to establish, strengthen and Province of NS / Post-Secondary Institutions / Incubators / Halifax Partnership full-time in 2015) market Halifax’s Innovation District. Business Community

Government of Canada / Province of NS / Institute for Ocean Increase the share of 18. Promote the public-private Ocean Supercluster initiative to grow the Research Enterprise / Canada's Ocean Supercluster / businesses that consider Halifax Partnership knowledge-based ocean economy. Post-Secondary Institutions / Incubators / Industry Halifax an above-average Associations / Business Community place to do business (15% of businesses 1.3 Improve in spring 2015) the conditions Post-Secondary Institutions / Industry Associations / for innovation 19. Increase the commercialization of post-secondary research. Halifax Partnership Business Community and entrepre- Reduce commercial neurialism vacancy rates in the downtown (14.3% vacancy in Q4 2015)

Increase the commercial property tax base (estimated $8.2 billion in 2016) 16 HALIFAX ECONOMIC GROWTH PLAN 2016-21

GOAL 1: PROMOTE & MAXIMIZE GROWTH GROW HALIFAX’S GDP TO $22.5 BILLION BY 2021

MEASUREMENTMEASUREMENT 5 YEAR ACTIONS MUNICIPAL KEYKEY STAKEHOLDERS STAKEHOLDERS (Figures in parentheses ObjectiveOBJECTIVES YEAR 1-2Years ACTIONS 3-5 (To be modified as required) (Figures in parentheses indicate LEAD (To be modified as required) indicate baseline values) baseline values.)

Increase average Province of NS / Government of Canada / Business 20. Undertake special projects to address immediate economic HRM / annual income growth Community / Post-Secondary Institutions / (1.2% growth in personal 1.4 Collaborate opportunities. Halifax Partnership around major Not-for-Profit Sector income per capita in 2015) projects to maximize their 21. Secure federal funding to undertake key infrastructure projects. HRM Government of Canada / Province of NS (Municipal Affairs) impact on the & Other Utilities / Development Community / economy 22. Complete the final design and partial reconstruction of the Cogswell Increase the HRM Business Improvement Districts / Business Community / total number of jobs Lands Redevelopment. Community at Large (224,100 were employed in 2015)

Increase the share of full-time work (83% of jobs were full-time in 2015) 23. Ensure that an adequate supply of industrial lands is available to Halifax Partnership / NSBI / Province of NS / HRM support economic development objectives. Halifax Gateway Partners 1.5 Promote Increase the share of clustering businesses that consider 24. Ensure rural HRM is considered in NSCC’s development of a Halifax an above-average of people and Halifax Partnership Rural Business Associations / NSCC business in urban Rural Innovation District. place to do business and rural areas (15% of businesses 25. Grow rural economic development by focusing on broadband/cellular in spring 2015) HRM / Province of NS / ACOA / infrastructure, tourism, resource extraction, agriculture and business Halifax Partnership Rural Business Associations retention and expansion activities. Reduce commercial vacancy rates in the downtown (14.3% vacancy in Q4 2015)

Increase the commercial property tax base (estimated $8.2 billion in 2016) 17

GOAL 2: ATTRACT AND RETAIN TALENT GROW HALIFAX’S LABOUR FORCE TO 271,000 BY 2021 MEASUREMENT 5 YEAR ACTIONS MUNICIPAL KEY STAKEHOLDERSKEY STAKEHOLDERS (Figures in parentheses ObjectiveOBJECTIVES YEAR Years1-2 ACTIONS 3-5 (To be modified as required) LEAD (To be modified as required) indicate baseline values)

26. Develop a mobile technology application to connect local and Province of NS (Labour & Advanced Education) / Increase Halifax’s international graduates to the networks and resources needed to Halifax Partnership overall population growth Post-Secondary Institutions / Business Community 2.1 Create build a career in Halifax. (1.0% growth in 2015) opportunities for youth, including Province of NS (Labour & Advanced Education) / 27. Continue the Connector Program to connect local and international Post-Secondary Institutions / international Halifax Partnership Increase net students, to put graduates, young professionals and immigrants to the labour force. Immigrant Services Association of Nova Scotia (ISANS) / interprovincial migration down roots in Business Community of youth ages 20–29 to Halifax Nova Scotia 28. Continue the Welcome Like No Other Program to help international HRM / Province of NS (Office of Immigration) / (-1,300 annual avg. students and immigrants settle in Halifax. Halifax Partnership Post-Secondary Institutions 2010-2015)

Grow the international student body (5,800 in 2014-15) and the 29. Develop and implement a multi-year plan to attract expatriates back gross share that transition Halifax Partnership Province of NS / NSBI to Halifax. into permanent residency (4% in 2015)

30. Support businesses in meeting their labour shortage needs 2.2 Attract Government of Canada / Province of NS / Post-Secondary immigrants and by connecting them to international talent through the Atlantic Halifax Partnership Institutions / ISANS / Business Community Increase net international expatriates to Immigration Pilot. immigration to Halifax Halifax (+2,085 annual avg. 2010-2015) 31. Leverage Halifax’s immigrant communities to attract talent and Province of NS / NSBI / Immigrant Community Halifax Partnership investment to Halifax. Organizations / Business Community Attain at least the provincial average workforce participation rate (69.1% in 2011) for marginalized groups, especially the African Nova Scotian community (64.7% in 2011) 18 HALIFAX ECONOMIC GROWTH PLAN 2016-21

GOAL 2: ATTRACT AND RETAIN TALENT GROW HALIFAX’S LABOUR FORCE TO 271,000 BY 2021

MEASUREMENT 5 YEAR ACTIONS MUNICIPAL KEYKEY STAKEHOLDERS STAKEHOLDERS (Figures in parentheses ObjectiveOBJECTIVES YEAR 1-2Years ACTIONS 3-5 (To be modified as required) LEAD (To be modified as required) indicate baseline values)

2.3 Promote 32. Work with the business community to identify and promote Province of Nova Scotia (Labour & Advanced Education) / Increase Halifax’s Halifax Partnership private sector experiential learning opportunities for post-secondary students. Post-Secondary Institutions / Business Community overall population growth involvement (1.0% growth in 2015) in experiential learning Increase net interprovincial migration of youth ages 20-29 to Nova Scotia (-1,300 annual avg. 2010-2015) Province of Nova Scotia / Post-Secondary Institutions / 33. Establish ANS and Mi'kmaq/Indigenous Peoples streams under the Halifax Partnership ANS Organizations / Mi’kmaq/Indigenous Organizations / Halifax Connector Program. Business Community Grow the international student body (5,800 in 2014-15) and the 34. Identify and share existing programs, services and outcomes related HRM / Province of Nova Scotia / ANS Organizations / gross share that transition to the workforce attachment of Mi'kmaq/Indigenous Peoples, African Halifax Partnership Mi’kmaq/Indigenous Organizations / Post-Secondary into permanent residency Nova Scotians and other groups at risk of exclusion. Institutions (4% in 2015)

2.4 Increase 35. Continue the Bridging the Gap internship program to connect new Post-Secondary Institutions / Halifax Partnership / workforce graduates to the municipal public service and share program HRM Increase net international Business Community attachment resources with other employers in Halifax. immigration to Halifax and combat (+2,085 annual avg. systemic barriers 2010-2015) 36. Review experience requirements of HRM positions to increase youth HRM Post-Secondary Institutions participation in the municipal public service. Attain at least the provincial 37. Review/improve HRM HR policies from a diversity and inclusion average workforce HRM Community at Large perspective. participation rate (69.1% in 2011) 38. Connect newcomers, African Nova Scotians, Mi'kmaq/Indigenous Halifax Partnership / Organizations Serving Persons for marginalized groups, especially the Peoples, youth and persons with disabilities to employment HRM with Varying Abilities / ISANS / African Nova Scotian opportunities at HRM. Mi’kmaq Aboriginal Organizations community (64.7% in 2011) 19

GOAL 3: MAKE HALIFAX A BETTER PLACE TO LIVE & WORK GROW HALIFAX’S POPULATION TO 470,000 BY 2021 MEASUREMENT 5 YEAR ACTIONS MUNICIPAL KEY STAKEHOLDERS (Figures in parentheses Objective Years 3-5 (To be modified as required) LEAD indicate baseline values)

39. Increase people's access to the outdoors by leveraging the municipality's Increase the share of Halifax HRM Community at Large natural assets. residents who have a strong or somewhat strong sense of 40. Adopt and implement the Halifax Green Network Plan to protect and belonging to their community HRM Community at Large manage open spaces across the municipality. (71.3% in 2014) 3.1 Ensure access to arts, culture, 41. Develop and implement a Parks and Recreation strategic plan that recreation and ensures needs-driven, fiscally sustainable and inclusive parks and HRM Community at Large natural assets in Halifax recreation assets and programming. Increase the supply of non-market housing as a Culture Stakeholders / Province of NS / Heritage Canada / 42. Complete the Culture and Heritage Priorities Plan. HRM proportion of total HRM Community at Large households (4% in 2015) Culture Stakeholders / Province of NS / Heritage Canada / 43. Ensure HRM's culture investments reflect Halifax's diversity. HRM Community at Large

Raise the mean score from Business Community / Community at Large / Halifax residents on various 44. Develop a climate strategy and implement programs and activities to 3.2 Increase HRM Not-for-Profit Sector / Post-Secondary Institutions / quality of life indicators as support energy efficiency and the use of renewable energy in HRM. measured by the City Matters Halifax’s Industry / Government Organizations environmental survey (baselines from 2014) Business Community / Community at Large / sustainability 45. Reduce the near- and long-term risks of coastal and overland flooding and resiliency HRM Not-for-Profit Sector / Post-Secondary Institutions / through research and policy development. Industry / Government Organizations

Increase the annual 3.3 Make Halifax 46. Increase awareness of the programs and services available to families occupancy/room nights HRM Community at Large sold in metro Halifax more and children. family and (1,359,000 in 2015) children friendly 47. Increase low-income groups' and individuals' access to recreation programs. HRM Province of NS / United Way / Community at Large

48. Determine how best to support and encourage a range of affordable United Way / Affordable Housing Association of NS / Housing NS / Increase library 3.4 Make housing options in HRM through the Housing and Homelessness HRM Canada Mortgage and Housing Corp. / NS Health Authority / IWK programming attendance (159,132 in 2014-15) Halifax a more Partnership and other initiatives. Health Centre / Investment Property Owners Association of NS affordable and in-person visits place to live 49. Promote and pilot community food security initiatives with the Halifax (2,881,087 in 2014-15) HRM Halifax Food Policy Alliance Food Policy Alliance and other partners. 20 HALIFAX ECONOMIC GROWTH PLAN 2016-21

GOAL 3: MAKE HALIFAX A BETTER PLACE TO LIVE & WORK GROW HALIFAX’S POPULATION TO 470,000 BY 2021

MEASUREMENT 5 YEAR ACTIONS MUNICIPAL KEY STAKEHOLDERS (Figures in parentheses Objective Years 3-5 (To be modified as required) LEAD indicate baseline values)

50. Develop a long-term streetscaping program for the Regional Centre. HRM Business Improvement Districts / Business Associations Increase the share of Halifax residents who have a strong 51. Improve parking access by implementing new technologies and informing Halifax Partnership / BIDs / Waterfront Development Corp. / or somewhat strong sense of HRM 3.5 Improve the public about parking availability in the urban core. Downtown Parking Structure Owners & Operators belonging to their community mobility so that (71.3% in 2014) 52. Implement the Moving Forward Together Plan to improve Halifax people can live HRM Community at Large and work more Transit service. effectively 53. Implement Integrated Mobility Plan recommendations to make Halifax HRM Community at Large more connected, sustainable, affordable and healthier. Increase the supply of non-market housing as a 54. Develop and implement a road safety plan. HRM Province of NS (TIR & Public Health), Community at Large proportion of total HRM households (4% in 2015) 55. Share successful practices with business on how to be culturally HRM / Business Community / ISANS / Halifax Partnership competent/proficient. Halifax Immigration Partnership 56. In accordance with Halifax Regional Council's 2015 Statement of Raise the mean score from Reconciliation, develop a plan to engage the urban Indigenous HRM Halifax Partnership / Mi’kmaq / Indigenous Organizations Halifax residents on various community in Halifax. quality of life indicators as 3.6 Foster cultural measured by the City Matters Government of Canada / Province of NS / Community at Large proficiency and 57. Implement the Public Safety Strategy. HRM survey (baselines from 2014) social inclusion / Business Community / Not-for-Profit Sector 58. Make Halifax more welcoming to immigrants through the Halifax Halifax Partnership / Post-Secondary Institutions / HRM Immigration Partnership. Province of NS (Office of Immigration) Community at Large / Development Community / 59. Consider and, where possible, incorporate community benefits as part of Increase the annual HRM Black Business Initiative / Decade for People of occupancy/room nights the development approval process in HRM communities. African Descent Coalition sold in metro Halifax (1,359,000 in 2015) 60. Develop and implement plans to make HRM facilities accessible. HRM Accessibility Advisory Committee

61. Leverage the Halifax Gateway to promote Halifax to potential investors HRM / Events East / Increase library Halifax Partnership programming attendance 3.7 Showcase and leisure and business travellers. Discover Halifax / NSBI Halifax to (159,132 in 2014-15) encourage 62. Proactively communicate the full range of HRM's Parks and Recreation and in-person visits HRM Community at Large people to visit, live assets and service offerings. (2,881,087 in 2014-15) and work here 63. Refine HRM's approach to event attraction and hosting. HRM Events East / Discover Halifax / Province of Nova Scotia 21

GOAL 4: ALIGN ECONOMIC DEVELOPMENT ORGANIZE ECONOMIC DEVELOPMENT ACTIONS

MEASUREMENT 5 YEAR ACTIONS MUNICIPAL KEY STAKEHOLDERS (Figures in parentheses Objective Years 3-5 (To be modified as required) LEAD indicate baseline values)

64. Lead the National Connector Program to assist other Canadian 50. Develop a long-term streetscaping program for the Regional Centre. HRM Business Improvement Districts / Business Associations 4.1 Increase Value propositions awareness of the communities launch their own business-to-talent networking Halifax Partnership Government of Canada (IRCC) / Canadian Communities are aligned across 51. Improve parking access by implementing new technologies and informing Halifax Partnership / BIDs / Waterfront Development Corp. / HRM role Halifax plays initiatives. organizations the public about parking availability in the urban core. Downtown Parking Structure Owners & Operators in Nova Scotia's 52. Implement the Moving Forward Together Plan to improve Halifax and Canada's HRM Community at Large economic 65. Share best practices in economic development with other partners Transit service. NS Innovation Partners / NS Regional Enterprise Networks / development and agencies in Nova Scotia, including roll-out of the Connector Halifax Partnership Province of Nova Scotia 53. Implement Integrated Mobility Plan recommendations to make Halifax HRM Community at Large Program and innovation initiatives. more connected, sustainable, affordable and healthier. When surveyed, economic development partners see 54. Develop and implement a road safety plan. HRM Province of NS (TIR & Public Health), Community at Large alignment and collaboration as functional and useful (e.g., partners understand each 55. Share successful practices with business on how to be culturally HRM / Business Community / ISANS / 66. Participate in pan-Atlantic partnerships to further Halifax's other’s objectives, communicate Halifax Partnership 4.2 Improve Halifax Partnership Atlantic Canada Economic Coalition competent/proficient. Halifax Immigration Partnership coordination economic development priorities. regularly, collaborate in of economic meaningful ways) 56. In accordance with Halifax Regional Council's 2015 Statement of development 67. Strengthen BID-HRM collaboration on economic development Reconciliation, develop a plan to engage the urban Indigenous HRM Halifax Partnership / Mi’kmaq / Indigenous Organizations HRM Halifax Partnership / BIDs activities matters. community in Halifax. Government of Canada / Province of NS / Community at Large 57. Implement the Public Safety Strategy. HRM / Business Community / Not-for-Profit Sector 58. Make Halifax more welcoming to immigrants through the Halifax Halifax Partnership / Post-Secondary Institutions / Economic Growth Plan HRM Immigration Partnership. Province of NS (Office of Immigration) indicators and activities are measured regularly Community at Large / Development Community / through quarterly reports 59. Consider and, where possible, incorporate community benefits as part of HRM Black Business Initiative / Decade for People of and the Halifax Index the development approval process in HRM communities. African Descent Coalition 60. Develop and implement plans to make HRM facilities accessible. HRM Accessibility Advisory Committee

61. Leverage the Halifax Gateway to promote Halifax to potential investors HRM / Events East / Halifax Partnership and leisure and business travellers. Discover Halifax / NSBI 62. Proactively communicate the full range of HRM's Parks and Recreation HRM Community at Large assets and service offerings.

63. Refine HRM's approach to event attraction and hosting. HRM Events East / Discover Halifax / Province of Nova Scotia 22 HALIFAX ECONOMIC GROWTH PLAN 2016-21

GOAL 4 – ALIGN ECONOMIC DEVELOPMENT ORGANIZE ECONOMIC DEVELOPMENT ACTIONS MEASUREMENT ACTIONS MUNICIPAL KEY STAKEHOLDERS (Figures in parentheses 5 YEAR Years 3-5 (To be modified as required) Objective LEAD indicate baseline values)

68. Host the public-facing annual State of the City forum to galvanize Value propositions stakeholders around Halifax's economic challenges and Halifax Partnership Community at Large are aligned across opportunities. organizations

69. Contribute to efforts to track and publicly report progress in Halifax Partnership Province of NS achieving the Now or Never and We Choose Now goals.

When surveyed, economic 70. Ensure stakeholders are informed on the progress and results of Halifax Partnership Community at Large development partners see 4.3 Monitor the strategy implementation. alignment and collaboration Economic Growth as functional and useful Plan's progress 71. Monitor Economic Growth Plan progress and identify emerging (e.g., partners understand each and adapt actions Province of NS / NSBI / ACOA / Business Community / opportunities and challenges through the Halifax Partnership Board HRM / other’s objectives, communicate as required Halifax Chamber of Commerce / Industry Associations / regularly, collaborate in of Directors. Provide quarterly progress reports to CPED Halifax Partnership Not-for-Profit Sector meaningful ways) and Regional Council.

72. Leverage the media and Halifax Partnership's private sector Halifax Partnership's Private Sector Investors / investor network to promote examples of Halifax's business culture Halifax Partnership Business Community / Media and success stories.

Economic Growth Plan 73. Develop and publish the Halifax Index—a single information source HRM / Province of NS / Post-Secondary Institutions / indicators and activities of annual data on the state of Halifax's economic and community Halifax Partnership Business Community / Not-for-Profit Sector are measured regularly progress. through quarterly reports and the Halifax Index 23

IMPLEMENTATION AND ENGAGEMENT This is Halifax’s action plan for the next three years including 3-5 responsible for tracking and monitoring • Municipal Economic Development progress against goals and objectives. The Stakeholders year actions, lead and partner organizations, outcome measures Partnership also leads many of the objectives and alignment with foundation documents. in the plan. It prepares an annual progress • Events East report and presents findings annually at the • Discover Halifax For our Economic Growth Plan to succeed, Halifax Regional Council and the economic forum. • Business Improvement Districts and our city and province need to be strategically Community Planning and Economic Business Associations • Halifax Chamber of Commerce aligned, understanding that there is a role for Development Standing Committee provide STAKEHOLDERS everyone to play. We will continue to build oversight and ensure the plan’s goals are Halifax Regional Municipality and the on progress by working as a team—a real aligned with the municipality's programs • Universities and Nova Scotia Halifax Partnership engage with a variety of team—to grow the economies of Halifax and and economic priorities. Community College stakeholders to implement the plan. These Nova Scotia. While the high-level elements include: • Communities at Risk of Exclusion/ from the vision to the goals and objectives IMPLEMENTATION ROLES Traditionally Marginalized Groups remain constant, the actions can be adapted Halifax Regional Municipality uses the plan • Private Sector as needed to reflect lessons learned and new as a guide for making decisions and leading • Not-for-Profit Sector information. initiatives in support of the goals and objectives • Provincial Government as outlined in the implementation plan. • Arts and Culture Sector • Crown Corporations ROLES The Municipality is the lead on many of the • Federal Government actions defined in the plan. GOVERNANCE The Halifax Partnership Board of Directors The Halifax Partnership leads the Economic provides oversight and strategic guidance, Growth Plan and is the coordinating body keeping the plan focused and coordinated. MEASUREMENT

HALIFAX INDEX The Halifax Index was created as part of opportunities. We will continue to use the and adjustment as needed. The Halifax the previous economic strategy to track Halifax Index to measure progress against this Partnership releases the Halifax Index and measure Halifax’s economic progress, plan, to provide insight on new opportunities annually at a public event. as well as the city's challenges and economic and to act as a tool for course correction HALIFAX ECONOMIC GROWTH PLAN 2016-21

HalifaxGrowthPlan.ca