Greater Halifax Partnership: A Catalyst for Economic Growth
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The Greater Halifax Partnership is a catalyst for economic growth and confidence in Greater Halifax, the economic hub of Atlantic Canada. We have deep insight into the city’s emerging trends and changing needs because of committed involvement and unequalled private sector investment, and government support. Staying one step ahead of opportunities and issues, we mobilize resources to accelerate the economic growth of Greater Halifax.
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Greater Halifax Partnership: A Catalyst for Economic Growth
- 1. GREATER HALIFAX PARTNERSHIP November 2010
- 2. Mission
- 3. Who we are
- 4. What we do…
- 5. Our Services
- 9. 1,100 + referrals to action team
- 10. 90% + closed referral files
- 13. Campaigns cover a wide range of business issues including: - Labour Development: immigration, youth, and talent, - Investment development - Business Confidence - Economic Development
- 15. Research from the Greater Halifax Partnership includes:Challenging Myths Around Attitudes Towards Growth and Development Halifax Handprint - Attracting and Retaining Young Talent to Greater Halifax Halifax's Finance and Insurance Industry: Our Opportunity Best Practices in Employee Attraction, Recruitment and Retention in Manufacturing - Working Guide
- 17. The Partnership has been pivotal in creating projects that create optimal and attractive business conditions:Halifax Gateway Initiative Growth is Good initiative Hub Cities Strategy Economic Strategy Talent Strategy
- 19. We work to secure the ongoing support & involvement of the private and public sector
- 20. The Partnership offers a range of investor benefits including:
- 21. Access to information and research;
- 22. Enhanced profile and exposure
- 24. We have partnered with African Nova Scotia representatives to create programs and campaigns to engage the community. One such initiative is Ujamaa which aims to:
- 25. Foster of strong sense of unity of action and a focal point on ANS issues in Nova Scotia
- 28. In response to the pending labour shortage, we created the Greater Halifax Talent Strategy
- 29. Immigrants
- 30. Young & Emerging Professionals
- 31. Priority Youth
- 33. Governed by an independent Board of Directors
- 34. 18 members
- 35. Representing the private and public sector
- 36. More public than private
- 38. 5 representing the Community-at-large
- 40. CAO HRM
- 41. Rear Admiral of Maritime Forces Atlantic
- 43. Implementing HRM’s Economic Strategy
- 44. Economic Strategy Goals 5 Goals, 94 Actions, 30 Outcome Measures
- 45. Economic Strategy Governance Framework Strategies For Success – HRM’s Five Year Economic Strategy
- 46. Public Accountability – Halifax Chamber of commerce’s Annual Scorecard
- 48. PRIVATE INVESTMENT 1996 TO 2009
- 49. 25 THE PARTNERSHIP’S 2009-10 BUDGET 2009-10 Budget (Revenue) $3,941,964 $4,006,964
- 50. TOTAL REVENUE SOURCE 1998 TO 2010
Notas del editor
- Jim Donovan to presentTurn back to Stephen
- Dick to present . . . The Economic Strategy is a five year plan. We have completed year 3. It has 5 Goals, 94 Actions, 30 OutcomesThe goals are focused on our people, our creative community, our awareness, our partnerships and our business climate. The Economic Strategy Committee is working to ensure alignment amongst the many organizations delivering the Strategy and setting priorities.In a moment, Stephen will review the anticipated results for this year’s Scorecard, challenges and possible responses for each goal area.
- Dick to presentI’m going to speak to roles . . . .OWNER: Halifax Regional CouncilThe Strategy is owned by HRM, on behalf of the whole community. HRM has lead responsibility for 40 actions. For its part, most of HRM’s responsibilities under the strategy are carried out as part of existing operations.SCOREKEEPER: Chamber of Commerce: As an advocate for business, the Chamber is responsible for reviewing and issuing the yearly results on the Scorecard and our collective progress to date. This report will highlight progress, areas moving forward but still below target and areas of concern – gaps – that are not moving forward quickly enough to meet long-range targets. CHAMPION: Economic Strategy CommitteeThis committee includes representatives of many organizations responsible for delivering activities under the Strategy. Focus is in two areas: setting priorities and aligning the efforts LEAD AND/OR SUPPORTING: >50 Other Organizations: In addition to HRM and the Greater Halifax Partnership more than 50 organizations also play a lead or supporting role in the delivery of the actions, including Atlantic Canada Opportunity Agency, Nova Scotia Business Inc., Destination Halifax and the NS Department of Economic Development to name a few key players.