FIGURE 1 TIMELINE ............................................................................................................................................................. 3 FIGURE 2 STRATEGIC VISION ................................................................................................................................................. 8

What are the key results the Valley REN should be focused on?

What are the challenges the Valley REN will face?

What are the key capabilities required by the Valley REN to achieve success?

What is the business community expecting to come out of the Valley REN?

What is the Valley REN expected to accomplish for the region?

Governance

Partner relations

Knowledge source

Communications and Marketing

Business Retention and Expansion

Investment Readiness & Attraction

The strategy is a living document to be implemented, monitored and regularly evaluated against a moving target (the regional, provincial, federal and global economies)

Businesses create economic growth. Creating a positive environment for businesses to start-up and grow will attract new investment to the area.

People are important to the success of business and prosperity of the region. Focusing on initiatives that provide opportunities for our youth and attract entrepreneurs and innovators will further ensure a sustainable and prosperous future.

Valley REN partners will continue to work together to contribute to and support the regional economic development strategy.

The role of the Valley REN will be to add value to activities and services currently supporting economic development in the region and to take on a leadership role in the delivery of a region-wide BRE program, investment readiness/ attraction and marketing the region.

Economic Development is a team sport – citizens, businesses and public sector are all key contributors and essential partners in shaping the local economy. The lens of Valley REN will focus on business, while considering and engaging the community as a whole.

People

“The Collaborative Action Plan is a playbook for all Nova Scotians,“ said coalition member

Henry Demone. “It is designed to help us seize our best short-term opportunities for economic

growth in ocean industries, ICT, and exports, while making long-term investments in youth,

career development and immigration to create sustainable change and demographic growth

over time.“

WE CHOOSE NOW, a playbook for Nova Scotians, onens.ca

Entrepreneurs / Innovators o Support/leverage - One NS Action Plan: Universities and NSCC as innovation hubs o Assets: Acadia Center for Entrepreneurship, NSCC business programs, o Create opportunities for themselves and others o Community of successful entrepreneurs and innovators (mentorships, hubs) o Building stronger, more competitive businesses

Students o Supports/leverage - One NS Action Plan: starting strong & retaining youth o Change the demographics – current out-migration of youth o Supports immigration – through retention of international students o ~10% of Acadia students are international and +40% from out of province

Immigration o Support/leverage One NS Action Plan: immigration o Supports - Now or Never Report: Population Goals o Leverage Federal Government refugee plan o Leverage two new business stream NS nominee programs beginning in January

2016 – the entrepreneur stream (to attract individuals who wish to start or buy and actively manage a business in NS) & the International graduate stream (for students who have graduated from a NS university or college and started their own business)

o Target and match skills with labor needs

Sectors:

Agriculture o Supports - Now or Never Report: Increase agriculture exports & domestic market o Highest LQ of all sectors in region compared to Canada (2.28 and growing) o Access to programs and research to support the activity and growth o Export opportunities / value chain import substitution opportunities o History of innovation and adaptation

Tourism o Supports - Now or Never Report: Tourism Expansion o Access to programs to expand sector o UNESCO world heritage site, wineries, tides, trails, etc… o Vibrant creative economy

Manufacturing o Current base – Michelin/Frito Lay/CKF/Eden Valley Poultry /Apple Valley

combined employ ~2,500 of the 53,000 o Important employers in the region o Export opportunities / value chain import substitution opportunities

Information, Communication and Technology (ICT) o Supports One NS action plan – ICT momentum o Underutilized infrastructure (VCFN) & locally owned and operated Telecom

company headquartered in the REN (Mainland Telecom) o Expertise in the Valley (i-Valley initiative with links to i-Canada) o Western-Valley already designated “Smart Community”

Alternative/Green energy o Environment protection / Climate change o Applied research group and Pilikan House (energy efficient/sustainable design) o Tidal power/Wind energy/Energy Storage o Supports One NS playbook – Ocean technology and Innovation goals

Infrastructure:

Bay of Fundy (highest tides) o Support / leverage - One NS Action Plan: Ocean Advantage (tides) o Available funds to develop technology (Federal and Provincial) o Cannot be replicated – unique to this region o Tourism – one of top Natural Wonders in North America & NS’s top five icons

Telecommunications o Valley Community Fiber Network / Mainland Telecom (local assets) o Support / leverage - One NS Action Plan: ICT momentum & growing o Infrastructure in place – latent capacity – ready for opportunity o Smart Community (leverage i-Canada150)

Transportation (Port in Hantsport/Regional Airport /Twinned Highway) o Port:

Latent asset, “moth balled” after demise of Gypsum industry Revitalization of Port and Rail between Windsor and Hantsport

o Regional Airport: Waterville airport following sale of land (March 2016) Relocation, CFB Greenwood (14 Wing) ??

o Twinned Highway: Economic benefit (versus cost if tolled)

Workforce Advantage

Strong Local Businesses and Investment Attraction

Business Retention and Expansion (BRE)

Develop and promote an outreach program that will assist individual businesses with growth and development (workforce/training & skills/succession/growth)

Focus on business in sectors of interest and emerging opportunities

Seek opportunities for increasing exports as a means of business growth

“The number and quality of Nova Scotia’s post-secondary education (PSE)

institutions is one of our greatest competitive advantages in a world where

advanced skills and knowledge have become the basis for economic prosperity”

WE CHOOSE NOW, a playbook for Nova Scotians, onens.ca

Take the pulse on the local business climate

Utilize the data collected to direct, inform and impact growth and sustainability in the region – communicate and share

Identify systemic issues that are impeding the progress and growth of business – work with appropriate stakeholders to address issues (where possible)

Recruit for mentorships/experiential learning opportunities (apprenticeships)

Work closely with partners and economic development organizations to coordinate effort (who does what) and reduce/eliminate duplication

Ensure tools and teams are in place to assist and support BRE work

Investment Readiness/Land Asset Database

Work with partners to ensure the region is investment ready o Survey to test readiness o Mock site selection inquiries o Provide training/tools to help partners prepare

Identify and leverage current and future assets to attract business investment (businesses that would thrive in the region)

o Regular meeting with businesses to talk about their needs and future plans (breakfast meeting quarterly/biannually)

o Map business/industry supply chains to better understand products or services currently imported that may present opportunities for business development opportunities in the region (import substitution)

o Establish a regional Economic Development committee that includes Business, Government and First Nation representation. (Ec Dev is a team sport)

Communication / Marketing

Brand the Valley REN as connectors and navigators in helping business succeed

Website development and management o Marketing tool to promote the region (to live and grow) o Investment attraction (Land Asset Database) o Resource of useful economic information

Social Media / digital presence

Establish the Valley REN as the primary source for complete, current and comprehensive Economic Data

Effectively communicate and market the assets and opportunities available within the Valley REN

Infrastructure

Measurements

I Operational Structure

II Liaison and Oversight Committee

III Board of Directors

Sir Graham Day (completed term – January 2015)

Bob Maher (resigned February 2015 – moved out of province)

Jason Peters (resigned June 2015 – job moved out of province)

Joseph Lord (resigned July 2015 – new job outside the Valley REN)

Peter Muttart (resigned October 2015 – elected Municipal Councilor County of Kings)

IV Supporting Documents

1. Environmental Scan, April 2015, Prepared by McSweeney and Associates 2. Workforce Advantage, May 2015, Prepared by Jupia Consultants 3. Valley REN Operational Strategy, June 2015, Prepared by Morse Consulting 4. Asset Inventories, 12 Valley REN communities, July 2015, Prepared by McSweeney and

Associates 5. Valley REN Community Profile and 8 Community Quick Facts, September 2015, Prepared

by McSweeney and Associates

1. Now or Never. An Urgent Call to Action for Nova Scotians, One NS Coalition, February 2014

2. We Choose Now, a playbook for Nova Scotians, One NS Coalition, November 2015