2. Opportunities exist for higher value NS seafood products to China despite China s emergence in its own fish production sector.

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1 Name of Report: Global Opportunities for Nova Scotia s Food Industries Organization: Atlantic Provinces Economic Council Date of report: January, 2014 KEY RECOMMENDATIONS 1. Meeting the Export Challenge there are export opportunities CETA will eliminate tariff protection on the world s largest importer of food and agri-food products opening up an opportunity for Nova Scotia s agricultural and fishery industries -almost 94% of EU agricultural tariff lines and 96% of EU s fish and seafood tariff lines will be duty free. Big beneficiaries NS s frozen blueberry exports, lobster, scallops. Shrimp and fish oil tariffs will be eliminated. 2. Opportunities exist for higher value NS seafood products to China despite China s emergence in its own fish production sector. 3. Partnerships with Universities, research institutions and food industry are critical to fostering innovation in the food industry without an effort to improve production lines the food industry cannot move ahead. Report mentions that success in innovation is directly linked to financing capacity much easier for large private companies but for smaller producers much more challenging to access financing made mention of the province s Productivity and Innovation Vouchers (in % of these vouchers went to fisheries and aquaculture) 4. Grow the Aquaculture sector opportunities exist for both water-based and land based aquaculture extensive industry research required ( note: an independent two-person panel has been mandated with recommending an new regulatory framework for all forms of aquaculture in the province) key opportunity to link aquaculture to First Nations communities 5. Encouraging a dynamic food industry connected to local communities challenge for NS producers to appeal to NS customers is sheer size of volume which would allow for the lowering of costs and subsequently price increasing prominence in use of NS agricultural products and their linkages to food tourism i.e. wine tourism. expansion of farmers markets across the province (overall recommendations to a Path Ahead success in the food sector is attributed to innovation and the requirement for a highly skilled workforce, access to leading edge research, and support to reach out to new markets)

2 Name of Report: Small Scale, Big Value Creating a Value Chain to Support Atlantic Canada s Sustainable Fisheries Organization: Ecology Action Centre Date of Report: March, 2014 KEY RECOMMENDATIONS: 1. Advance the concept of an Atlantic Canadian Sustainable Seafood Hub a portal through which consumers could be connected to producers and processors in an effective, transparent way 2. Identify, educate and qualify small scale fishermen with the interest/and or potential to produce consistently high quality products 3. Identify and communicate with potential third-party distribution partners 4. Evaluate efficient, high-speed digital communications tools and processes for the entire value chain 5. Identify and qualify potential high quality seafood specialty retailers and restaurant chefs who can provide a demand platform on which to build the Hub 6. Find and engage potential processing partners to facilitate the processing and packaging of high quality, high value products in small quantities 7. Extend the notion of sustainability beyond its ecological definition by integrating values of socioeconomic responsibility of individual fishermen and the small communities in which they live 8. Support value-added initiatives underway in the harvesting, marketing and distribution of premium quality lobster that show promise, if they continue to demonstrate positive results over the next several years. 9. Develop traceability initiatives in all fisheries involved in partnership with ThisFish (

3 Name of Report: Social Impact Investing for Sustainable Fishing Communities Organization: Ecology Action Centre Date of Report: May 2013 SUMMARY OF RECOMMENDATIONS 1. New and existing financial mechanisms that support community investment can be used to ensure community ownership and access to fisheries resources. Nova Scotia s CEDIF (Community Economic Development Investment Fund) provides significant opportunities for financing sustainable fishing communities and other Atlantic Provinces should support similar tools to enable community investment 2. Collaboration between groups like community based fishermen, farmers, foresters and investment experts should continue as a means to share lessons about community resource management and the evolution of natural resource based industries. 3. Fishing associations must be involved in planning financial options to support the future of community fisheries. 4. Fishermen must become more actively engaged in marketing and market building in order to increase the value of the community fisheries and to support fishery business planning.

4 Name of Report: Perspectives, Perceptions and Priorities An Economist s View on the Aquaculture Industry Organization: Atlantic Institute for Market Studies (Don McIver) Date of Report: February, 2012 SUMMARY OF RECOMMENDATIONS: 1. Nova Scotia should be able to carve out a high-profile high valued added specialty niche in aquaculture and not be satisfied with simply responding to market demands established elsewhere 2. There must be a dramatic industrial shift which will require addressing competing demands and establishing forward looking policies that may have to be promoted and defended with other interest groups, the public at large and international negotiations. The goal must be to provide the industry with clear expectations and a streamlined regulatory process that takes in account the science and true costs of potential mistakes (note: there is an ongoing Aquaculture Regulatory Review Doelle Lahey Panel) 3. Labour and immigration policies must be developed that eschew old fashioned and counterproductive strategies of attempting to induce industry to relocate to areas of surplus labour and instead focus on identifying where there is geographic potential for aquaculture to flourish and then address labour and training requirements including the supply of qualified foreign labour. 4. Aquaculture does not have the financial collateral for banks that agriculture has for example. Government agencies have to invent new financing models if theu wish to provide support to the industry. 5. Nova Scotia government needs to support the industry in identifying high-value niche markets and help mount a campaign to aggressively promote NS aquaculture products wherever economic opportunities exist.

5 Name of Report: Homegrown Success a 10 year plan for Agriculture Organization: Province of Nova Scotia Date of Report: November 2010 SUMMARY OF RECOMMENDATIONS 1. Government should encourage diversification across the industry we need to broaden the mix of products, markets and marketing approaches as well as the scale and distribution of farms 2. Focus on markets and opportunities agri-business needs to be cognizant of the fact that consumer preferences change and oftentimes that change is rapid all components of the market chain from primary producer to retailer need to know what s going on in the marketplace 3. We need to strengthen the consumer brand for NS agricultural products 4. Improve business skills and climate by government encouraging adaptation, providing technical and business advice, marketing intelligence and assistance with new product development. Government can also foster a climate that supports an entrepreneurial approach through strategic investment of capital, development of tax policy and a regulatory environment that supports business 5. A strong research and development culture agriculture must increase its capacity to be innovative and to explore new entrepreneurial ideas throughout the value chain 6. Preserve and enhance agricultural resources soil, air, water, and biodiversity 7. Protect agriculturally important land 8. Green the economy agricultural industry is actively involved in energy conservation and other activities aimed at reducing greenhouse gases. 9. Continue to support and enhance a public appreciation of agriculture

6 Name of Report: Our Community, Our Future Organization: Bowater Transition Advisory Team (report was geographically specific Lunenburg and Queens Counties) Date of Report: December, 2012 SUMMARY OF RECOMMENDATIONS 1. Enhance capacity building in the community by having government support the region to hire two or three project managers to work exclusively on selected initiatives that have been identified and prioritized by the community 2. Develop a series of small business hubs to support home-based businesses 3. Government should continue to improve the business environment by reducing red tape and making provincial and federal services more flexible and making programs simpler to access 4. Establish a Research-development Demonstration (RD&D) scale facility at the Bowater site that could focus on technology development and commercialization of woody biomass based bioconversion and bio-refining processes as well as advanced engineered and composite wood products 5. Establish a Wood Excellence Training Centre quite possibly a first of its kind in Canada would encourage the use of wood and wood products in construction, by training builders, architects, government agency staff and others about new wood construction techniques, products and approaches 6. Focus on agriculture, seafood harvesting and processing as well as resource based industries 7. Support arts, culture, heritage and natural beauty that will attract people ot the area 8. UNESCO Southwest Nova Biosphere Reserve is significantly under-recognized and should be leveraged to attract visitors, researchers and business

7 Name of Report: Agriculture: The Safety Net of Nova Scotia Organization: Nova Scotia federation of Agriculture Date of Report: February, 2011 SUMMARY OF RECOMMENDATIONS 1. Much of this reports focuses on the success story behind a fund called the Farm Investment Fund the objective of which is to support sustainable growth in Nova Scotia s farm businesses by providing investment for projects that enhance - Economic viability - Farm and food safety - Promote environmental stewardship

8 Name of Report: The Path we Share - A Natural Resource Strategy for NS Organization: NS Department of Natural Resources Date of Report: 2011 SUMMARY OF RECOMMENDATIONS (Sector recommendations noted below) Forests (1) Ecosystem Approach work together to maintain healthy forests - Fully implement an ecosystem approach to forest management - Apply the Code of Forest Practice in publicly and privately owned woodlots - Help private land owners understand and use an ecosystem approach to manage their woodlots - Develop comprehensive risk management strategies to support health forests - Align NS s forest principles and actions with national strategies - Report regularly on the state of NS s forests (2) Research and Knowledge Sharing Expand Research and Knowledge Sharing in the following - Supporting forestry biodiversity - Mitigating and adapting to climate change - Using the carbon cycle in forests to maximize carbon storage, minimize the release of carbon dioxide and help manage the effects of climate change - Understanding factors affecting long-term forest productivity - Understanding the economic and social values and impact of forest products (such as timber) and ecosystem services (such as oxygen generation and carbon management) - Controlling pests and disease - Develop standards and collect, share and use information about forest resources

9 (3) Shared Stewardship involve many in the shared stewardship of NS forests - Involve interested groups and individuals in developing policies about NS s forests - Provide support to owners of small private woodlots, particularly through their organizations - Focus education and outreach programs on shared stewardship - Explore ways to establish and operate working community forests on Crown Land (4) Sustainable Forest Development support the sustainable development of the provinces forest resources in order to attract investment, create high-value jobs and grow the economy. - Encourage innovative ways to increase the value of harvested timber by turning it into higher-end products - Revise the way forest products on provincial crown land are allocated and managed in order to improve the economic, environmental and social benefits to Nova Scotians - Support the promotion and marketing of forest resources and resource development (5) Good Governance Provide clear and effective laws and policies to ensure that forestry is economically, environmentally and socially sustainable - Reduce clear-cutting and establish a a harvest tracking system - Review and redesign silviculture programs - Limit herbicide use - Clarify the use of forest biomass for energy - Establish the rules for whole-tree harvesting and incorporate this into the Code of Forest Practice - Evaluate the effects of implementing an Annual Allowable Cut the amount of wood to be harvested to ensure the sustainability and productivity of Nova scotia s forests

10 GEOLOGICAL RESOURCES (1) Sustainable Resource Development Support the sustainable development of the provinces geological resources in order to attract investment, create high-value jobs and grow the economy - Continue to lead research on the province s geology, mineral resources and opportunities - Identify and promote innovative uses and secondary processing of Nova Scotia s mineral resources - Identify and promote new ways to gain social and economic benefits from our cultural and physical geo-heritage - Continue to provide technical and financial assistance to prospectors to help them attract investment for mineral exploration and development (2) Life Cycle Planning Align mineral exploration, mining and land reclamation practices with leading government and industry standards - Review, monitor and promote the use of best practices for mineral exploration and mining - Address biodiversity in reclamation plans for new mineral-related development - Work with interested groups to find better ways to manage mine tailings and reclaim land - Share knowledge about, and participate in research and reclamation of orphaned and abandoned mine sites.

11 (3) Research and Knowledge Sharing Provide leadership in the collection and use of earthscience research and knowledge to benefit and protect Nova Scotians - Continue to provide information and knowledge about the geology of Nova Scotia - Expand groundwater mapping (a) to identify water resource potential and associated risks; and (b) to provide advice and direction for future development and land-use decisions. - Conduct and share results of earth-science research that helps us to understand and protect Nova Scotia s biodiversity - Assess and report the potential for geo-hazards, such as radon, arsenic in drinking water, abandoned mine openings, sinkholes, landslides and coastal flooding to help protect the health and safety of the public - Continue to map Nova Scotia s coastal geology and advise communities about adapting to and mitigating the effects of sea-level rise, coastal erosion and flooding (4) Education and shared stewardship help interested groups become better stewards by strengthening their understanding of Nova Scotia s geology - Engage Nova Scotians in planning projects and making decisions about mineral resource development that affects their communities - Provide information about the geology of the province to help in provincial and municipal land-use planning and decision making - Work with educators to increase awareness particularly among young people of the vital importance of earth sciences and geological resources (5) Good governance Provide clear and effective laws and policies that support sustainable geological resource development - Review and update the Mineral Resources Act - Review and improve legislation related to renewable energy that uses the province s geological resources, such as geothermal energy from mine waters - Develop underground coal gasification law and policies

12 PROVINCIAL PARKS (1) Shared Stewardship Challenge Nova Scotians to work together to create a sustainable park system for 2020 and beyond - Engage the public at provincial, regional and community levels in a focused dialogue about provincial parks - Inform Nova Scotians about the current park system what the parks offer and what they cost and ask Nova Scotians what they value - Involve Nova Scotians in setting priorities for a sustainable park system, addressing the issues of protection, education, recreation and tourism - Develop stable, mutually accountable partnerships (2) Far-sighted planning Work collaboratively to guide the planning, management and operation of a sustainable provincial park system - Make an inventory of the biological diversity, cultural and heritage values, including Mi kmaq archaeology and archeological sites, and opportunities for nature-based recreation and education in provincial parks - Evaluate each park for its provincial, regional and local contribution to the parks mandate (protection, education, recreation and tourism) - Identify parks that are essential to the provincial parks mandate, parks that are of secondary value to the mandate and parks that are outside of the mandate - Identify gaps in the park system and ways to fill the gaps - Involve municipal and federal government parks representatives when preparing the provincial park system plan - Monitor the implementation of the park system plan

13 (3) Protection Make protection of Nova Scotia s natural and cultural heritage a priority of the provincial park system - Update laws and policies to emphasize protection in the planning and management of provincial parks - Ensure that park planning, development and operations protect significant natural and cultural heritage assets - Work with the Nova Scotia Department of Environment to integrate the planning and reporting of the parks and protected areas programs (4) Education Deepen public understanding and appreciation of Nova Scotia s natural and cultural heritage - Create new opportunities for people to explore and experience the province s natural and cultural heritage - Work with communities and other partners to showcase and interpret significant aspects of Nova scotia s culture and heritage - Inform Nova Scotians and visitors about the wealth of learning and recreational opportunities in our provincial parks (5) Recreation Provide nature-based recreation that supports a healthy way of life for Nova Scotians, while protecting our natural and cultural heritage - Identify new nature-based recreational opportunities in each park - Ensure that recreation activities are environmentally sustainable

14 Name of Report: A Tourism Strategy for Nova Scotia Organization: Nova Scotia Tourism Strategy Date of Report: 2013 SUMMARY OF RECOMMENDATIONS Leadership and Collaboration Build pride among Nova Scotians in what the province offers visitors, enhance Nova Scotians awareness of their role as hosts and ambassadors, and enhance their appreciation of the value of the visitor economy (1) Enhance understanding and strengthen the partnership between government and the industry - Develop a comprehensive communications and industry outreach plan to clearly define roles and responsibilities, reducing duplication and ensuring that all partners are working efficiently for industry growth - Take a proactive approach, including an industry/partners website to engage tourism influencers and stakeholders and to share information with the industry about research and statistics, marketing strategies and tactics, partnership opportunities and other relevant matters - Create an accountability framework with performance targets in collaboration with the industry - Issue annual progress reports

15 (2) Promote one Nova Scotia, communicate what sets us apart and build pride among Nova Scotians - Develop a marketing and communications plan to promote awareness and appreciation among Nova Scotians of the value of tourism and engage key stakeholders to champion and promote tourism in Nova Scotia - Highlight the value of tourism - Build pride of place/pride in tourism - Encourage Nova Scotians to travel their province and invite family and friends to visit - Identify and empower Nova Scotians to help promote the province - Communicate a strong, unified Nova Scotia brand, supported by tools and partnership opportunities that help the industry integrate and align its marketing with the brand - (3) Build an efficient sales-focused approach to serving visitors - Evaluate visitor servicing standards, resources and programs, and make recommendations to improve sales and service

16 Inspirational, Strategic Marketing Effectively communicate the key emotional drivers that will compel target market travelers to visit or explore a visit to Nova Scotia (1) Implement a compelling brand and build an effective campaign - Differentiate the Nova Scotia brand from its competitors, create an emotional connection, and generate a desire to visit for the first time - Implement a multi-year campaign to focus on first time pleasure visitors who are outdoor enthusiasts or culinary and cultural enthusiasts - Integrate the brand across all marketing channels including paid media, digital, travel, trade, travel media, visitor services, literature and partnerships - Ensure the delivery of the right content to the right market at the right time (2) Lead the industry in technology - Implement a multi-year digital strategy to optimize new and emerging technology and integrate Nova Scotia s online channels, including novascotia.com and mobile and social media platforms - Evaluate tourism print literature. Increasing use of digital communications tools suggests that an evaluation of tourism print literature, (Doers and Dreamers Travel guide, travel maps etc) is required. Work with partners to develop a fresh literature program - (3) Invest in key target markets; balance investment and risk, manage short-term and long term growth opportunities - Create detailed business cases and investment models for key markets in Canada, the Northeastern US, the United Kingdom and Germany that recognize the need for both short term and long term investment - Explore new and emerging markets such as China and Brazil

17 (4) Increase the efficiency of Nova Scotia s marketing partnership programs by reducing duplication and maximizing all investment opportunities - Develop a new marketing partnerships program that allows partners to align with and participate in provincial marketing campaigns. Current funding programs will be evaluated with input from industry Evidence-Based Decision Making Base decisions on the best available evidence in order to optimize investment and operational effectiveness (1) Develop a program that annually measures return on investment - Generate annual market investment insights by using market allocation models and other tools - Use the NS Tourism Economic Impact Model (TEIM) to guide tourism investment and programming decisions - (2) Evaluate the effectiveness of the tourism campaign in reaching first time visitors - Develop and implement a brand health methodology (Including destination awareness, brand personality etc..) to support an annual tourism campaign review, and make adjustments where needed - (3) Survey visitors, potential visitors and industry sources to gain rich information and regular insight - Use the NSTA online visitor panel to support management decisions in all areas of tourism - Prepare an annual situational analysis, including trends, forecasting, environmental scans issues and opportunities to support NSTA planning (4) Monitor first time visitors to Nova scotia - Use new and established research systems to track first-time visitors to Nova Scotia

18 Higher Quality Products and Experiences Develop Nova Scotia s most competitive and distinctive tourism assets to ensure a high quality experience which appeals to the target high-yield market (1) Build on Nova Scotia s icons - Identify destinations with a cluster of tourism assets and the demonstrated ability to attract visitors to further enhance market appeal - Design and develop research-based models to identify and guide provincial investment decisions in leading tourism icons - Collaborate with key destination and business leaders to focus tourism planning and develop iconic destinations, or destinations that have indicated solid potential for future tourism development - Allocate provincial funding and leverage funding from partners to implement initiatives related to these iconic attractions (2) Improve the quality of products and experiences, create innovative new products and rejuvenate existing iconic products - Develop a tourism development program to attract and assist industry and businesses in creating new and more competitive products and experiences that will appeal to and motivate more first-time visitors - Work with partners and industry to enhance the quality of existing icons and to develop new tourism products for the highest-yield market segments - Encourage investments in products and experiences that align with the NS Brand, connect with the Canadian Tourism Commission Signature Experiences Collection, and have the ability to motivate visits i.e. improving coastal hiking trails, improving UNESCO World Heritage sites, providing culinary and wine experiences

19 (3) Establish a quality, technically advanced, and globally competitive workforce and provide educational opportunities to develop the next generation of tourism leaders - Expand awareness of tourism as a viable career path for young people across NS and support education in secondary and post-secondary institutions - Provide entry level skills training to underrepresented groups and professional development opportunities for new and existing tourism employees - Provide ongoing professional development for supervisory and management positions (4) Adopt a strategic, government-wide approach to attract and fund major events - Develop a comprehensive approach to establishing major events as a means of attracting first-time visitors - Ensure that events are properly funded and that they deliver quantifiable results and a measurable return on investment - (5) Leverage new Halifax Convention Centre as an asset to tourism across the province - Encourage visitors attending events at the new convention centre to travel throughout NS - Ensure that the centre reflects the best tourism attractions and experiences and that it encourages convention visitors to stay longer, spend more and travel throughout the province - Take a pro-active approach, in partnership with the convention centre, to gather information and resources on all areas of the province that help convention delegates become aware of all that NS has to offer

20 Improved Access to Nova Scotia and Throughout the Province improve access to NS for visitors and enhance their ability to travel throughout NS (1) Support a province-wide approach to better provincial signage to enhance the visitor experience - Identify ways to improve signage to ensure positive visitor experiences and easier travel throughout the province. The result should be a comprehensive signage strategy (2) Expand access to the province through all modes of transportation - Actively support initiatives to increase access to the province, including improved air and sea access - Seek joint marketing initiatives, in partnership with transportation providers and other stakeholders, to support increased transportation capacity to Nova Scotia