Contents | Previous | Next  Strategic Directions Regional Capacity Support regions as they take charge of their own futures The province will encourage and reward community initiative. It will support regional efforts based on community assets and strengths. It will do so in the context of this strategy and in collaboration with the other governments and regional or community-based development agencies. Considerable work has been done in the past few years on many of these issues, especially inclusion. The challenge is to implement the recommendations that have been made and to include those citizens who have historically been excluded in the implementation phase. Issue Actions/Next Steps Policy framework Build comprehensive community economic development policy based on recent experience and supported by all levels of government Planning Prepare regional strategies linked to the economic growth strategy and work to ensure that governments understand their roles in supporting and linking those efforts Opportunity identification Assist regions to identify and assess new business development opportunities Community capacity Use community economic development action teams to work with communities, especially those under stress; the work will be in co-operation with municipalities and regional development agencies Regional development Continue decision-making transfers from government to broadly agencies representative regional development agencies and support their work Communities of interest Identify and tackle where possible those barriers that impede participation in economic development by communities with shared concerns, such as people with disabilities and visible minorities; work diligently through existing mechanisms to address the challenges facing Nova Scotia Mi’kmaq Measuring Progress—Government will build on the community economic development foundation laid over the past years and monitor progress, looking for healthier economic communities as a result. We will pay particular attention to employment growth in each region. Cape Breton. The island of Cape Breton comprises several economies, each with significant development issues and opportunities. The Strait area has benefitted in recent years from industrial investment, primarily in Stora Enso’s expansion, and it has considerable prospects for more growth in areas linked to development of the offshore energy sector. In parts of rural Cape Breton, the economic challenges are similar to those faced by other rural areas of Nova Scotia. Work in the strategic directions outlined in this document will go a long way toward addressing many of these challenges and maximizing the opportunities in these areas. An important “regional” question is what will happen to those communities that once depended on coal and steel: the communities of Cape Breton Regional Municipality. Some argue that the municipality is simply undergoing the readjustment that many other Nova Scotian communities have faced and does not require special consideration. They say: let the initiatives mapped out in this strategy take their course in Cape Breton Regional Municipality. Others say that neither the federal nor the provincial government has been able to “solve” the communities’ problems. The provincial government rejects those arguments. The situation in Cape Breton Regional Municipality is fundamentally different in size and scope from the challenges that other regions and communities have faced, not only in Nova Scotia but elsewhere in Canada. The people of the municipality will lead the way in speeding up the transition to a new economy, using government and business support as required. The communities want to lead, as they have ably demonstrated in many cases. It is important that the government of Nova Scotia stands ready to work with communities if they deem it necessary. Over the years, we have learned lessons about what does not work. With that knowledge, we now seek new ways to encourage economic growth. The area holds new potential for opportunities for prosperity, including in knowledge- based industries. The Cape Breton Growth Fund will emerge as a catalyst for fresh approaches and produce the first of many steps toward making the most of the opportunities ahead for Cape Bretoners. The growth fund must evolve, with Cape Breton’s input, as a development model in which governments take on a new role of facilitating and supporting communities to solve their own challenges. -- Co-ordinated action in these seven strategic areas is crucial if we are to make the best of Nova Scotia’s economic potential. When appropriate, government will lead in some areas; at other times, it will be a partner. The strategic directions will affect all sectors that contribute to and help build Nova Scotia’s economy, but to focus our efforts, they will have particular implications for the vital economic sectors outlined in the next section. Contents:   Contents Premier’s Message Minister’s Message Introduction What We Heard What We Learned Where We Want to Go How We Will Get There  Strategic Directions    - Business Climate    - Infrastructure    - Innovation    - Labour Force    - Investment    - Exports    - Regional Capacity  Vital Economic Sectors    - Foundation Industries    - Growth Opportunities Making It Happen  Nova Scotia Business Inc.  Nova Scotia Economic Development Agency Measuring Progress Home Highlights | Strategy | News Release | Background | Feedback Form  Comments to comm@gov.ns.ca | Privacy Statement Copyright © 2006, Government of Nova Scotia, All Rights Reserved.