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BUSINESS JOURNAL NOVA SCOTIA
C E L E B R A T I N G
25 YEARS OF BEING NOVA SCOTIA’S LARGEST CIRCULATED MONTHLY BUSINESS PUBLICATION
August 2010 • Vol. 25, No. 03
Nova Scotia’s largest circulated monthly business publication
This month’s View from the Corner Office (p.2) features...
Realizing the Gateway vision
Paul Martin President, Melford International Terminal Inc
Are we any closer to becoming a global shipping mecca?
Nancy Phillips Director of Investment and Trade, Greater Halifax Partnership
By Richard Woodbury With its proximity to markets, deep, ice-free waters and established rail, truck, marine and air connections, Nova Scotia has long been a prime destination for the transportation industry… but not the destination. Just out of its grasp has been the goal of establishing itself as the “Atlantic Gateway” — a shipping mecca serving the globe. As the closest mainland North American port to Europe and Asia through the Suez Canal, the Port of Halifax enjoys a strategic advantage and has its sights set on attaining a bigger piece of the pie in terms of the cargo heading to west coast ports. However, after years of planning and hoping, is the province’s vision of becoming the Atlantic Gateway any closer to becoming a reality? David Chaundy, a senior economist with the Atlantic Provinces Economic Council, says the vision is stalled, attributing the dilemma to the dip in the worldwide economy. “The big issue is we’ve hit a global recession, so trading volumes at the Port
David Gough President, Export Nova Scotia
Jean-Marc Picard Executive Director, Atlantic Provinces Trucking Association
James Wooder Chair, Sydney Marine Group
Joyce Carter VP Finance, CFO and CSO, Halifax Stanfield International Airport Authority
O L D
of Halifax and worldwide have significantly declined over the last couple of years,” says Chaundy. “That’s really put a big dent in the time frame.” The Atlantic Gateway is all about bringing in goods, creating jobs and opening up export opportunities, adds David Oxner, the executive director of the Atlantic Gateway Advisory Council. “People often don’t understand the focus about bringing imports in. The more shipping lines you have calling on your port, the more opportunity it provides for Atlantic Canadian businesses.” Nova Scotia could face more challenges in building its import business if a major price hike in oil comes to fruition. Jeff Rubin, author of the bestselling book “Why Your World Is About To Get A Whole Lot Smaller”, says affordable oil makes transoceanic trade feasible. Simply put, cheap oil means cheap shipping costs. Rubin predicts that in a world of triple digit oil prices — which he feels are a certainty — goods will stop being produced overseas in favour of domestic production. Continued on page 3
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August 2010, Nova Scotia Business Journal
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View from the Corner Office Compiled by Matt Bubbers
THE QUESTION: What do you believe is the most necessary element in achieving Nova Scotia’s vision of becoming the Atlantic Gateway?
In order for the Atlantic Gateway to be successful, there has to be a pretty clear strategy to achieve that vision. We also have to have leadership in place who can understand and execute on the vision through the strategy. I think those things have to be present in equal measure or the Atlantic Gateway concept will not reach the potential that everyone would like it to. I would look at the Pacific Gateway as an example of what can be accomplished when you do have a clear vision, a strategy and the leadership.
President, Melford International Terminal Inc.
I think the biggest obstacle for us is simply the awareness factor. We are one of Canada’s most internationally connected ports. I don’t think it’s about building infrastructure — we’ve got the pieces in place now. It’s about making sure that we’re recognized around the world for the assets that we have and making sure people know that they can move their product through here competitively and efficiently. We need to speak with a common voice. We need a common brand. We need that brand articulatNancy Phillips Director of Investment and Trade, ed and clearly understood in key international markets. Greater Halifax Partnership
David Gough President, Export Nova Scotia
Jean-Marc Picard Executive Director, Atlantic Provinces Trucking Association
I think that in order for Nova Scotia to succeed with the Atlantic Gateway, we need to continue to market our great infrastructure and promote our huge potential. It is especially vital to highlight the transportation system that can support international needs quite easily. We have connections by all four transportation modes right here in Atlantic Canada and access to key markets. From a trucking standpoint, we have three of the top 10 largest Canadian trucking companies right here in Atlantic Canada. We have trucking firms to handle all types of products and we continue to grow as an industry.
The obvious challenge for first creating and then implementing a coherent gateway vision is to build on the collective strength of the assets without unnecessarily alienating players. A big part of the Atlantic Gateway relates to ports, and there is a high level of perceived — and to a lesser extent actual — competition among ports. We need to define something that ensures the pie grows bigger for the entire province, and that players with legitimate aspirations for a piece of the pie are able to create and then claim their share.
Chair, Sydney Marine Group
Enough planning, enough reports have been done. We have current, under-utilized, and future assets coming on stream; ie, the Port of Halifax and the Maher-Melford terminal. That’s at one end. At the other end of the equation, we already have the contacts whether they’re Chicago or Memphis and we have the infrastructure in between; in other words, CN railways. Let’s get the traffic flowing. Now is the time to put our money where our mouth is, or should I say, our money where the studies said we should put it, and get on with it.
Joyce Carter VP Finance, CFO and CSO, Halifax Stanfield International Airport Authority
In order to obtain the vision of being the preferred eastern gateway, we must be competitive to offer shippers and traffickers superior service, connections, value and efficiency. Competitiveness is really the key element for us. To achieve that the biggest challenge will be to map the flow of passengers and cargo in order to identify exactly what the chain is and what the weak links in it are. That’s what I think is going to take a fair amount of work.
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Realizing the vision
NSBJ OPINION Too much confusion: Where’s the unity? Too many cooks spoil the broth –– it’s an old adage, but true nonetheless. And too many cooks are definitely what we have when it comes to the Atlantic Gateway. Just off the cuff, one can name at least three different Gateway organizations: the Atlantic Gateway Advisory Group, the Halifax Gateway Council and the Nova Scotia Gateway Secretariat. How are they different? What do they do, exactly? There are a handful of people in this province that could tell you, but for the most part Nova Scotians have no idea. To the public it just looks like a bunch of groups with similar names all chasing the same prize. David Oxner of the Atlantic Gateway Advisory Group can speak of a “spirit of cooperation” between the various groups, but the history of this province would indicate otherwise. This wouldn’t be the first time that groups who should be working together end up being too busy snipping at each other to get the job done. Take the tourism industry, for example. We are not a large market, yet every little region has its own tourism organization and some jealously protect their own little piece of the pie, crying foul whenever they perceive another region is getting more than them. Or how about the realm of economic development? Ever sit in a meeting with representa-
Nova Scotia Business Journal, August 2010 I Page 3
tives of Nova Scotia Business Inc., Greater Halifax Partnership and Halifax Chamber of Commerce all present? Try it and then tell me there aren’t little turf wars going on between those groups. Even if all these groups truly are working well together, reality rarely carries as much weight as perception. If we here at home, where these organizations are based, perceive them as all playing in the same sandbox and are confused about what they do, how does it appear to an outsider? The businesses we are trying to lure to the Gateway care nothing for our internal politics. They want a simple, user-friendly system with a single point of contact. If there are several similar organizations all trying to accomplish the same goal, it can only breed confusion among our target markets. And nothing drives away business like confusion and uncertainty. The Atlantic Gateway concept holds a lot of promise for this entire region. As the shipping industry continues to consolidate, both in terms of the number of players and the size of ships, ports such as Halifax — with its deep, ice-free harbour and large basin — will make more and more sense. Let’s not squander our natural advantages by sending mixed messages. A single vision, articulated with a unified voice, is the best (and should be the only) way to go.
NSBJ REGULAR COLUMNIST
Cover story continued “We’re going to see trade divert to an increasingly regional axis,” says Rubin. Halifax could still become an Atlantic Gateway, but not for goods from Europe and Asia, he says. Oxner doesn’t subscribe to this view. He says newer shipping vessels are much more fuel efficient and are increasing in size, thus increasing the economies of scale, negating that issue around the cost of fuel. The Atlantic Gateway vision has also been mired in controversy in terms of the multiple Gateway organizations and strategies that exist to see it succeed. In addition to the Atlantic Gateway Advisory Council, there is the Halifax Gateway Council and the Nova Scotia Gateway Secretariat. “There has been a perception out there that everybody’s not working together,” says Oxner. “There have been disagreements about different things, but everybody has always come back to the table the next day with an open mind and an open view.” He says this spirit of cooperation was reinforced on a past trade mission to India where ministers from each Atlantic Canadian province spoke about the Gateway. “If you just closed your eyes and listened to the voices, you couldn’t tell what part of the region they were from because everybody was able to put the individual provincial thing aside,” says Oxner. He says each Gateway council serves its own purpose, likening his council to that of a company’s regional office and the other organizations serving as local branches. “We’re not there to replace those councils. We’re there to work with them on common issues that affect the region.” This cooperation also extends outside of the councils, says Nancy Phillips, the executive director of the
Halifax Gateway Council. She points to the logistics park in Burnside where Halifax Regional Municipality has agreed to set aside land for companies operating as part of the Gateway as an example. “It is a partnership between HRM, the Halifax Gateway Council and the Port of Halifax,” says Phillips. For everyone working to achieve the vision of the Atlantic Gateway, it is, in fact, a race against the clock. “There has to be an urgency to it,” says Kevin Hamm, the newly appointed CEO of the Nova Scotia Gateway Secretariat. “We’re not the only one that sees the world coming out of this downturn or recession. We have to put a plan in place and set sail.” Hamm’s secretariat will be responsible for developing a vision, strategy and growth targets for Nova Scotia's Gateway initiative, as well as identifying challenges and actions to maximize Gateway opportunities. It will provide leadership to coordinate Gateway partners and create a cohesive front — one voice to garner industry and federal support. There are plans for a Nova Scotia Gateway Advisory Council to serve as a sounding board for government on Gateway issues and priorities as well. The Halifax Gateway Council is also keeping things moving with its release of a five-year strategy detailing plans to work on aspects such as improving Halifax Gateway infrastructure and ensuring government policy supports Gateway development. Looking ahead, proponents agree that one of the biggest challenges in successfully achieving the Atlantic Gateway vision will be creating awareness of what Nova Scotia has to offer. Chaundy says it all comes down to being able to prove Nova Scotia offers a reliable, cost-effective option compared to other ports. This is what will attract more business. Ultimately, “success breeds success,” he says.
Farewell to Nova Scotia Krystal Nation Andrew Krystal The hot, summer dawn breaks like golden fire on the cool, silver veil of fog that sits on Halifax harbour, a diaphanous glow spreading light in all directions. It’s in my window as I wake — blinding. The gravity of the logic that is Halifax harbour geography goes back 300 years. There is a reason for the city to be here. It is a reason that doesn’t apply to most places. Ottawa, for example, has all the geographic logic of Las Vegas, while indiscernibly interchanging Mafioso for the feds. Finally, the waterfront geography is getting its due with the extension of the boardwalk to Pier
21 to the new Farmer’s market there. And 10 years after Bishop’s Landing, the Salter Block project is finally moving ahead. Nova Scotia Power’s new building retrofit on the waterfront will add post-modern glass and steel (and actual use) to what was an ugly, uninhabited, concrete husk. In Dartmouth, King’s Wharf is ready to thank Poseidon for its place in the world, and while not sitting upon the waterfront, but instead feeding it with vitality, activity, and urban renewal, will hopefully be the new trade and convention centre. The new trade centre, when opened, will be greeted by much fanfare by the Dexter government who will marvel at its multi-use and will sentimentalize over the smiling families at the ice rink, in the shops, in the promenade and cafés. But, instead of owning the trade centre legacy, the Dexter government will instead bequeath a legacy of trade centre equivocation and footsie with naysayers and “save the view types” — a providence of prevarication and double talk where the premier never got out in front of the development,
instead playing coy with a voter base seemingly structurally opposed to the Nova Scotia business community. The last time I checked, Halifax was central to the success of Nova Scotia. So, if not the trade centre, where is the plan for urban renewal from the province? Or is the issue simply unrecognized? New Brunswick Premier Shawn Graham knows he has the biggest stadium in Atlantic Canada (something for which Halifax should be ashamed), and tells me that he will have a CFL franchise. More ominously, according to former trade centre CEO Fred MacGillivray, the CFL viability study indicated the region can only support one team. Moncton is in fact making a disadvantage out of Halifax’s logic of geography. Moncton now points out that their city is closer to the action in Quebec and Ontario, and that Halifax, relative to Moncton, is at “the end of the line”. Those are fighting words, certainly. But who’s fighting? Hopefully, my legacy as a commentator — as I
head off to Toronto for a new radio career opportunity — is illuminating the need for a pro-development, pro-business culture before more opportunity goes the way of Celine Dion. It is my firm belief that the pressure of demographic change, including a declining tax base and aging population, will awaken the province… that an expanded creative class of artists and musicians means profit and keeps young people… that the Lebanese community of builders and entrepreneurs needs its 2010 immigration counterpart… that seeing rural folks come to Halifax is not real growth… that Nova Scotia must battle for its economic place in the world… that the inhabitants of this rocky land with its ocean breath must do justice to the fearlessness of the founding forefathers, the men who, rightly or wrongly, wrought Confederation and from whose tangled political wreath Nova Scotia must finally emerge whole ... and the light from the harbour is blinding. Andrew Krystal signed off as the host of Maritime Morning on News 95.7 FM this past July.
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August 2010, Nova Scotia Business Journal
Resources & Manufacturing • Nova Scotia and New Brunswick forge energy partnership: Power companies in Nova Scotia and New Brunswick are exploring the opportunity for a new 500-megawatt line between Colchester County and southern New Brunswick that would more than double the electrical transmission capacity between the two provinces. Premier Darrell Dexter, New Brunswick Premier Shawn Graham, Nova Scotia Power CEO Rob Bennett, and NB Power CEO Gaetan Thomas announced the project in Fredericton on July 20. This will give the province a stronger grid that will allow more power to be imported and exported, said Premier Dexter. “That means that more jobs will be created that will strengthen and grow the economy, and businesses and Nova Scotians from one end of the province to the other will have stable energy prices which will result in more affordable power in the foreseeable future.” — By NSBJ, Transcontinental Media • Groups call for moratorium on oil exploration, drilling in gulf: Members of Save Our Seas and Shores Coalition (SOS) is calling for a moratorium on oil and gas development in the Gulf of St. Lawrence. An oil exploration lease has been issued to Corridor Resources next to the Iles de la Madeleines in the gulf. Seismic is planned for the fall with drilling foreseen by 2012, says SOS. “Nova Scotia, New Brunswick, Prince Edward Island and Quebec should be very concerned with evidence that the oil and gas industry is sorely unprepared to deal with spills,” says Green Party Leader Elizabeth May. The group states if there is an oil spill from the proposed exploration site, contamination of these Canadian
shorelines and coastal communities will put the fishing industry at risk. — By Sueann Musick, The News, Transcontinental Media • Farmers, Maple Lodge hatch new chicken plant for Kentville: Chicken processing will return to Kentville in 2012. Poultry farmers and Ontario’s Maple Lodge Farms (Canada’s largest private poultry processor) are planning to build a $46 million plant in the industrial park. It’s welcome news after the closure of Maple Leaf in 2007, Eastern Protein in 2009, and cutbacks at ACA in December. Farmers will own half the plant, in partnership with Maple Lodge Farms. The larger, more efficient plant promises a competitive edge and access to national markets. The new plant will open in the former Eastern Protein Foods building and employ approximately 200 people. — By Jennifer Hoegg, Kings County Advertiser/Register, Transcontinental Media • Province and Daewoo officially seal deal for wind venture: Daewoo Shipbuilding and Marine Engineering (DSME) is one step closer to beginning its production of wind turbine towers and blades at the former TrentonWorks facility. DSME executive director O.K. Shin and Percy Paris, Nova Scotia Minister of Economic and Rural Development, have officially signed legal documents closing the transaction. Paris called the signing an important milestone. “DSME Trenton will create hundreds of secure jobs that our economy needs. This facility will also position Nova Scotia as a global leader in renewable energy and the green economy.” The plant is expected to be operational by the end of the year. — By The News, Transcontinental Media
NSBJ REGULAR COLUMNIST
The help you want versus the help you need There’s an old joke about the guy who gets cent of the workforce is now “X” and “Y” genstranded in a flash flood and is sitting on the erations and they are vastly different than the top of his house with the water swirling around. boomers and boomer children. And the millenA small rowboat comes by loaded with people niums aren’t far behind. The world of the prospect is a murky one. To and they ask him if he would like to get in. He says, “No, I’m waiting for divine intervention.” them everyone looks, acts, and sounds the A while later, a speedboat pulls up and tells him same. Think about the three top reasons that your customers buy from to get onboard but the man you. Typically it will revolve insists that his faith in the all around top products, great mighty will rescue him. As the service, and an excellent track water creeps up to the peak of record. Do you think the numthe roof a helicopter hovers ber two guy is telling the above and sends down a rope prospect, “we suck.” No. He ladder for him to climb up. He is pumping his stuff, and the declines the offer saying God prospect under those condiwill take care of him. tions doesn’t differentiate The man drowns and goes to your salesperson from the heaven where he says to God, next guy. “why didn’t you help me?” Even with the lowest budgGod says, “I don’t know what ets, any employer can go to more I could have done, I sent the local book store or the a rowboat, and speed boat and The Sandler Team internet and get exercises and a helicopter.” information that can be brought Unfortunately, as business people we sometimes do the same as the man into the weekly sales meeting. A regular, conon the roof. We lament that we need better sistent 30-minute meeting on techniques, attisalespeople, we ponder what we have to do to tudes, or behaviours with group discussions, get people to meet our expectations, and we exercises or role plays will begin the process of wonder why people just don’t get that we have elevating the professional level of your people. If you’re unable or uncomfortable doing this, the best product or service. I encourage you to think about what you can find a professional who can. The results you are hoping and praying for might just happen. do other than wonder. Regardless of the size of your company or the budget you have, you can provide support for ©2010 Sandler Training Inc. (website: your salespeople to help them develop proven www.atlantic.sandler.com) is an international sales skills, positive attitudes and productive behav- and management training/consulting firm. For a free iours. Even the most seasoned salesperson copy of Why Salespeople Fail And What To Do About should have a belief in lifelong learning. The It, call the Sandler Sales Institute at (902) 468-0787 market is in constant change. Literally 50 per or email email@example.com
Success in Sales
Transportation & Tourism • Melford and Maher strike deal for new east coast terminal: On July 7, Melford International Terminal (MIT) announced that it signed an agreement with Maher Terminals, the operator of one of the largest marine container terminals in North America, in which Maher will become a shareholder in and provide services for a new container terminal to be located near Melford called Maher Melford Terminal. Maher Terminals, headquartered in New Jersey, operates world-class marine container terminals in Prince Rupert, British Columbia, as well as Port Elizabeth, New Jersey. MIT, a privately-owned Halifax-based company, is developing a 315-acre container terminal, an intermodal on-dock rail facility and a 1,500-acre logistics park on the mainland side of the Strait of Canso. The new Maher Melford Terminal will feature deep-water berths of 60 feet at mean low water, an ice-free 100-foot deep channel and no air draft restrictions. The terminal will enable the most direct and convenient service for intermodal trade between North America and emerging Asian markets through on-dock rail access to key markets throughout Canada and the United States. — By NSBJ, Transcontinental Media • Feds haul $521M ashore for Marine Atlantic upgrades: The federal government is investing $521 million over the next five years to renew Marine Atlantic’s fleet and improve shore facilities at the ports of North Sydney and Port aux Basques and Argentia in Newfoundland. North Sydney will get a new terminal building, upgrades to the dock area and new terminal equipment. The terminals and the dock facilities in Port aux Basques and
Argentia will receive upgrades and new terminal equipment. In making the announcement in North Sydney on July 5, Minister of State for Transport Rob Merrifield described the ferry service as a vital link between Nova Scotia and Newfoundland and Labrador. “Quality and reliability of service is important to this area,” he said. “When we were out last fall and talked to the shippers and the users, they told us we had two problems with Marine Atlantic — lack of capacity and lack of reliability. We are addressing both of those.” — By Julie Collins, The Cape Breton Post, Transcontinental Media • Province awards Bluenose II contract: On July 8, the Province of Nova Scotia awarded the Bluenose II construction contract, worth $12.5 million, to the Lunenburg Shipyard Alliance. The contract is part of a significant restoration project announced by the provincial and federal governments in May 2009. “Because of the work about to take place on the Lunenburg waterfront, the iconic Bluenose II will continue to showcase Nova Scotia’s proud marine heritage to the world for many years to come,” said Minister of Tourism, Culture and Heritage Percy Paris. “Not only is her future secure, we will also create a legacy of good jobs that grow the economy by helping Nova Scotia firms be more competitive for future boat building projects.” The Lunenburg Shipyard Alliance includes Covey Island Boatworks, Lunenburg Industrial Foundry and Engineering, and Snyder’s Shipyard Ltd. of Daysprings, Lunenburg County. — By NSBJ, Transcontinental Media
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Nova Scotia Business Journal, August 2010
NSBJ REGULAR COLUMNIST
Building a relationship; not just a sale Funding Solutions Lana Larder When entrepreneurs want to open or grow a business, they often pursue angel or venture capital investment. It’s not an easy sell however. Before jumping into a venture, the wise investor will want to do his research and get to know the entrepreneur. Investors are not really interested in the techie, the designer or the salesperson. They are interested in the entrepreneur — the driver of the business. The driver usually has integrity, passion and experience. It is the entrepreneur or driver that has the knowledge and skill to lead the business model and the commitment needed to make it successful. Investors like to know if the entrepreneur or management team has startup experience and if they have been through the startup grinder before. Most times investors think entrepreneurs or the team are better prepared if they have already been involved in startups. Initially, entrepreneurs courting investment potential usually do not meet the investor. Investors usually are given documents to review which detail the company that needs investment. Information could include the entrepreneur’s past experience, education, and more. If the investor is impressed or interested in the business documentation provided about the company and the individual, then a meeting is set up where the investor meets the entrepreneur. Here, the potential investor learns about the entrepreneur’s personal traits, charisma, confidence, balance and how they participate in discussions.
At this stage, one of the most important elements that needs to be discussed is the mutual agreement upon the desired level of investor involvement. It is crucial both parties have a working chemistry because they need to equally understand each of their roles in the investment. Usually, investors do not want control of the whole company but they seek shares and sometimes an active day-to-day role in their investments. Investors may give advice based on their knowledge and experience and help improve the company’s worth and ensure chances for success. The investor may even be able to provide additional funding if needed. Once the investor decides to grant the requested capital to the entrepreneur, the long-term relationship begins. This relationship should be built on honesty, trust, and open communication among both parties. How well both investors and entrepreneurs communicate with each other often reflects the open terms made prior to entering their business deal. Effective communications between the entrepreneur and investor are vital in achieving a successful relationship. Entrepreneurs may provide weekly calls with honest updates on the company to the investor. This allows the investor to stay abreast of any financial or operational issues regarding the investment. An angel or venture capital investment is not just a business deal where the parties walk away after it’s closed. Instead this is the start of what will hopefully be a great working relationship that will help everyone flourish. Lana Larder is the owner of Halifax Finance, a company dedicated to helping Atlantic Canada’s businesses grow through access to angel and venture capital. She can be reached at (902) 495-0419 or firstname.lastname@example.org .
Real Estate, Construction, Development • New report touts importance of convention centre: A report released on July 21 by Trade Centre Limited (TCL) measures the significant impact the proposed new convention centre will have on the Nova Scotia economy from its operations, as well as from delegate and event planner spending. In particular, the Gardner Pinfold report provides a comparison between the projected impact of the proposed convention centre and the current World Trade and Convention Centre. The findings show that the proposed new facility will result in approximately 27,000 person years of employment and over $170 million in provincial and federal taxes over a 10-year operating period. When comparing the proposed facility to the current WTCC, the report estimates a gain of approximately 12,000 person years of employment and over $79 million in provincial and federal taxes. “We have been providing as much information as possible to government so it can determine if the proposed convention centre is the right project for Nova Scotia to pursue,” said Scott Ferguson, president and CEO of TCL. — By NSBJ, Transcontinental Media • HRM approves Capital Ideas to revitalize downtown: One thing that all 23 of HRM’s councillors can agree on is that there are many metaphors for the downtown. But whether it be the heart, the root or what have you, a new municipal initiative is set to address issues of vacant lots and stagnant development in the urban core. Council voted July 6 to approve
Capital Ideas, a report detailing how to bring public and private stakeholders together to stimulate downtown development. A Strategic Urban Partnership committee will now be formed, and will report back to council in six months. Currently, there are 51 acres of undeveloped lands in the 250-acre downtown Halifax planning area. Of those vacant lots, a full 61 percent are owned by the government — two per cent are owned federally, 21 per cent provincially, and a full 38 per cent municipally. — By Alex Boutilier, Metro Halifax • Association expects residential real estate sales to slow: On July 19, the Nova Scotia Association of REALTORS® issued the latest Multiple Listing Service® statistics pertaining to single-family residential listings. The report reveals real estate sales appear to be slowing year-over-year as summer advances in Nova Scotia. Residential listings sold through the MLS system from April to June 2010 are up 3.2 per cent when compared to the same three months in 2009. NSAR also reports a 0.8 per cent decrease in listings. “The Canadian Real Estate Association reported that 70 per cent of Canadian markets saw a decrease in sales in June,” says Karen Edwards, NSAR president. “While the winter and spring were fairly busy with activity in Nova Scotia, the summer season is expected to cool sales.” The provincial average price in Nova Scotia continues its trend of small increases. It is up 3.4 per cent to $211,039. — By NSBJ, Transcontinental Media
Education and Training
Page 6 • A Special Feature of The Nova Scotia Business Journal, August 2010
Which MBA program should you choose? Full-time study versus part-time. Specialized curriculum versus general. Online learning versus classroom instruction. These are just some of the many options prospective students must weigh when trying to decide which Master of Business Administration (MBA) program is right for them. With hundreds of MBA programs from which to choose, many students simply set their sights on a top MBA school, letting the rating of an MBA program by specific organizations make the choice for them. It’s important, however, to carefully consider all the options before jumping in. What are your long-term goals? It’s important to determine if the program you choose aligns with your career path goals. Perhaps a specialized program is most suited to helping you achieve them. Programs such as these, which are designed for very specific target markets, are rising in popularity, says Michelle Hunter, Associate Director for the Centre for Advanced Management Education, which delivers blended learning graduate programs for Dalhousie University’s Faculty of Management. “Across the nation, more universities are opting for niche market programs, designed for professionals already working in their chosen field, such as
an MBA in the financial services sector or in healthcare management.” How an MBA program is structured and delivered should also be an important criteria for students when deciding, says Hunter. “For some, the program’s delivery model is a key component to their success. The specialized graduate programs offered by Dalhousie University were designed specifically with the working professionals in mind. The delivery model provides flexibility and freedom to fit in with students’ schedules.” Online learning has seen a rise in popularity with students recognizing that they don’t actually have to live close to where an MBA program is being offered to have a rich educational experience that also accommodates their needs. “People should be able to complete higher education without sacrificing their work or family life,” says John Crossley, president of Meritus University in New Brunswick, a fully online university where class work can be done at anytime, day or night, by online posting. “Class discussion and participation are required, but the concept is ‘anytime, anywhere’, allowing people from all over the world to come together to learn. The class discussions are varied and lively providing insight into cultures other than one’s own.”
Dalhousie University’s MBA Financial Services (FS) brings together financial services professionals to learn enhanced management skills — furthering their abilities to exercise leadership and make sound business decisions, honing their analytical skills, and sharpening their judgment in managerial and client service roles. — Photo courtesy of Dalhousie University
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EDUCATION AND TRAINING
Meritus University’s School of Business offers a fully online MBA degree. Class work can be done at anytime, day or night, and anywhere by online posting. — File Photo
MBA program snapshot In today’s competitive world of business, an MBA degree can give a professional “the edge” he or she needs to excel. Here is a snapshot of some of the opportunities offered: Dalhousie University: MBA (FS) http://masters.management.dal.ca The Centre for Advanced Management Education in Halifax offers the MBA Financial Services (FS) — a master’s level degree program specifically tailored to the financial services sector of the business world. It features advanced learning opportunities with industry associations such as the Canadian Securities Institute (which includes the former Institute of Canadian Bankers), the Financial Planners Standards Council, and the Life Office Management Association. The degree is designed to provide enhanced management skills to financial services professionals by furthering their abilities to exercise leadership and make sound business decisions, honing their analytical skills, and sharpening their judgment in managerial and client service roles. Successful applicants are able to integrate their new knowledge into everyday job responsibilities, on a course-by-course basis, in their existing positions, and as their careers progress within the financial services industry. The MBA (FS) program uses a “blended” delivery format. The majority of the coursework is handled online and each course concludes with a mandatory on-site review session (offered in selected cities across Canada).
Meritus University: MBA http://www.meritusu.ca Meritus University’s School of Business, headquartered in Fredericton, offers a fully online MBA degree. The university is approved under the New Brunswick Degree Granting Act and is regulated by the New Brunswick Department of Post-Secondary Education, Training, and Labour. The MBA program focuses on enhancing the management and critical decision-making skills needed to function effectively within an organization. Emphasis is placed on quantitative and qualitative analysis of business information to improve business decision-making. The program has been designed to introduce theories and principles that frame a wide range of problems or issues within each course. The most current theories, techniques, and tools are then applied in real-world situations that enable the student to practise critical thinking and problemsolving skills. Students learn in teams, learn to go beyond the silos of functional areas, and at the same time multi-task, practise creativity, and learn to lead in a global environment of change. The Meritus MBA program offers an option for various areas of specialization as well: Global Management; Health Care Management; Human Resources Management; Information Technology Management; Marketing; Technology Management.
A Special Feature of the Nova Scotia Business Journal, August 2010 I Page 7
EDUCATION AND TRAINING
A Special Feature of the Nova Scotia Business Journal, August 2010
EYE ON EDUCATION • Most university grads get more education within five years: Seventy per cent of Maritime University graduates who earned their first degree in 2003 opted to enrol in a second educational program within five years, says a recently released report. The Maritime Provinces Higher Education Commission report stated that graduates who went for further study usually did so for employment reasons or, to a lesser extent, for selfimprovement. Those studies, however, required investing more time and money. “Five Years On: A Survey of Class of 2003 Maritime University Graduates – Report on Key Findings Among First Degree Holders” examines graduate employment, further education trends, financial status and satisfaction with employment and education. By 2008, 78 per cent of first degree holders borrowed money to finance their education, including that degree and subsequent education. Five years after their first degree, 23 per cent of those who borrowed still owed at least $30,000, while 28 per cent had paid off the whole amount. The vast majority of graduates said the investment in their education was worthwhile. Five years after graduation, eightin-10 graduates said their university education was worth the time invested, and seven-in-10 said it was worth the financial investment. • Acadia robotics competition receives $45,000 promoscience grant: Acadia University's annual Robot Programming Competitions — featuring easy-to-build and fun-to-program LEGO Mindstorms® robots — has received $45,000 from the federal government's PromoScience program. PromoScience is funded by the Natural Sciences and Engineering Council of Canada and supports hands-on learning experiences for junior high and high school students and their science teachers. One of two Nova Scotia awards announced on July 7 by Gary Goodyear, Minister
of State (Science and Technology), Acadia's award is $15,000 per year for the next three years and was part of more than $3 million awarded across Canada. "Through our government's investment, this program is encouraging young people to discover and learn about science and engineering, and support Canada's future economic growth," said Goodyear. • Cape Breton University's nursing program is recognized alongside best in Canada: The Canadian Association of Schools of Nursing (CASN) has announced a unanimous decision in favour of the accreditation of Cape Breton University’s Bachelor of Science in Nursing program. This was CBU’s first accreditation review as an independent nursing program. CASN is the national voice for nursing education, research, and scholarship, and represents baccalaureate and graduate nursing programs in Canada. During the past decade, accreditation has increased in prominence and visibility for a number of reasons. The globalization of education, distance delivery, satellite and offshore programs and mobility of students and professionals has increased the importance of accountability for determining the quality of education programs. As well, the increasing cost of education for students, parents, taxpayers and institutions has raised the profile of accreditation as a tool for measuring the value of programs. Hence, accreditation assessments can guide important decisions about student enrolment, and changes in or continuance of programs within institutions. “Approval from the College of Registered Nurses of Nova Scotia (CRNNS) was also granted and is required to keep the program in operation, but accreditation further speaks to the excellence and value of our program at CBU,” said Evelyn Kennedy, associate dean of nursing at CBU. Continued on page 10 Online education is becoming a vital component of overall learning at mainstream ground colleges and universities. — File Photo
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According to a 2009 report by Ambient Insight Research, 44 per cent of post-secondary students in North America were taking some or all of their courses online. It is projected that this figure will rise to more than 80 per cent by 2014. Here are some of the top reasons why online learning is rising in popularity, according to Dr. John Crossley, president and vice chancellor of Meritus University... Collaborative learning is in vogue: Sharing ideas, personal insights and goals — this is the way we work professionally, and often in teams today. In an online environment, students learn to work together as a team for an end goal. Just as we are accustomed to interaction with others in the workplace through a variety of ways (the phone, Internet, and faceto-face) online education enables students to collaborate and focus their communication through the same tools in clear and understandable ways. Albeit that face-to-face may be via Webcam, with students from all over the world, you can bet that student’s learning is broadened and varied. Different societies and cultural influences enhance discussion and open minds. The stigma and mystery of distance education has faded: In the past, people were wary of distance learning. Today, established online universities face stringent accreditation standards. In Canada in particular, degree granting status is issued by the province where the university is physically based.
Learning trends are shifting online: Looking at courses offered by mainstream ground colleges and universities, one can see instantly that online education is becoming a vital component of overall learning. Harvard University Extension program, for example, offers over 100 online courses. In Canada, both McGill and Queens Universities also offer students fully online or integrated online courses. The difference between face-to-face and online education is fading rapidly. Most schools now have a blended model that's becoming standard. Round-the-clock access: Online education allows for round-the-clock access which is essential for busy lives. Online education is particularly aimed at working adults. People that work full-time, have an active social life and still need time for family can access their coursework and participate in class any time of the day or night. There are specific goals per course and, yes, commitment, dedication and self-discipline is required from each student. However, the accessibility is what really distinguishes online education from other forms of learning. Location, location, location: Translated, “location” now means “anywhere there’s WiFi” or anytime you can find an Internet connection. It can literally be where the student is — no major commuting involved. Students can continue to work and live, accessing their courses from home or work.
EDUCATION AND TRAINING
Top 10 project management trends ESI International — a leader in helping people improve the way they manage projects, contracts, requirements and vendors — recently revealed its 2010 Top 10 Global Project Management Trends: 1) The implementation of new PPM solutions will soar: Program and project managers, under pressure from senior management to demonstrate project portfolio performance and its impact on the enterprise, will make the pitch for — and win — resources to implement project portfolio management solutions. This will provide the fact-based decision-making senior management needs. 2) Reliance on requirements metrics to measure performance will increase: In 2009, experts predicted a greater role for requirements management and development, also known as business analysis. Reliance on RMD to determine metrics to track project performance will increase further in 2010, helping to quantify organizational performance improvement for management. 3) Senior executives will embrace the value of project and program governance: To facilitate improved organizational performance, project and program governance will be embraced from executive management to the project managers. This will help performance by ensuring the portfolio, programs and projects align with organizational resources and goals across the enterprise. 4) PMOs will go to the next level with BA centres of excellence: During the previous decade the number of PMOs and their positive business impact increased significantly. PMOs will use this position of strength as a jumping off point to establish business analysis centres of excellence either within the PMO or alongside it to further improve project outcomes. 5) Demand for agile project metrics will increase: With the increased use of agile project management approaches, including the various implementations of agile methods (e.g., Scrum), senior management will demand quality metrics that clearly demonstrate the value of agile over other PM approaches for specific projects as well as agile’s impact on the achievement of organizational objectives. 6) Vendor management and program outsourcing will move front and centre: The trend of outsourcing will continue to leap forward in 2010 as organizations look to do more without permanent increases in staffing and other resources. Thought leading organizations will use project management principles to guide their contracting and outsourcing processes, leveraging project managers’ skills and knowledge in schedule, risk, requirements and quality management to remove grey areas and hold the contractor’s “feet to the fire.” 7) Risk management will become a PM obsession: The greater emphasis on financial risk management will trickle through to other parts of the enterprise where risk assessment principles can be used to drive performance. This will lead to an increased focus on PM risk assessment with an emphasis at the program as well as the portfolio level. Organizations will seek a clear delineation between systemic and non-systemic risks, the determination and management of risk factors that could jeopardize success, and dependencies between program and portfolio components. 8) Crisis environments will leverage project portfolio principles for better outcomes: War zones, global pandemics and natural disasters will continue to present new challenges for non-governmental organizations and governments worldwide as they seek to do more with limited resources. Project portfolio management principles will help ensure that the right projects are selected and achieve the desired outcome. PPM will serve double duty in helping to effectively measure and communicate progress to donors and taxpayers. 9) PM learning measurement will no longer be a “nice to have”: In 2009, many organizations implemented first-time learning initiatives focused on project management maturity as a way to jump ahead of the competition. These forward-looking
1 2 3 4 5 6 7 8 9
organizations required programs be based on insightful pre-assessments that drove the design of learning programs, along with ways to assess progress and demonstrate performance improvement. 2010 will continue to see an unprecedented increase in organizations using assessments to pinpoint their PM learning needs, track progress and identify the ROI senior management is looking for in this critical investment. 10) PM learning will push out of the classroom: To improve PM learning retention rates, and keep employees on-the-job as they learn, organizations will seek to leverage recent technological advances that help adults learn outside of the traditional classroom. This will be achieved via a range of learning modalities such as “burst” learning that focuses on a particular skill area for two to four hours, on-demand reference tools, electronic performance systems, job-aids and increases in formal coaching.
A Special Feature of the Nova Scotia Business Journal, August 2010 I Page 9
Expertise in project management vital to success It is well known that big pictures are made up of tiny details, but nowhere is this more evident than in the field of project management. Project management specialists are individuals skilled in planning, organizing and managing resources to bring about the successful completion of specific project goals and objectives. Increasingly, today's leading companies need specialists such as these — specialists capable of delivering mission-critical work on time and on budget. A solid understanding of sound project management techniques and processes and the confidence to apply them appropriately throughout are essential to project success. Interested in pursuing new, state-of-the-art project management skills and techniques to be a greater contributor to your team or fast track your career?
There are a variety of programs out there to suit every skill level and need, from aspiring to experienced project managers. It’s important to choose a program or course which reflects the reality faced by today's project managers by tying concepts and practices from every aspect of the project management process together with opportunities to apply new knowledge to actual projects within a realistic team environment. Here are a few links of interest: • Dalhousie University - Continuing Technical Education, http://collegeofcontinuinged.dal.ca • Saint Mary’s University - Executive and Professional Development, http://epd.smu.ca • Acadia University - Professional Development (Open Acadia), http://www.openacadia.ca
EDUCATION AND TRAINING
A Special Feature of the Nova Scotia Business Journal, August 2010
EYE ON EDUCATION Continued from page 8
Saint Mary’s geology professor Jacob Hanley and his students are currently carrying out research which could have a significant impact on the mining and energy sectors. — Photo courtesy of Saint Mary’s University
• Saint Mary’s University explores green energy possibilities in mining: Some mining companies may be throwing away rocks that could one day be more valuable than the gold and copper they are pursuing, says Saint Mary’s geology professor Jacob Hanley. Hanley says recent research carried out in his Halifax lab shows that platinum-group metals can be found in pyrite, a mineral commonly discarded as worthless at many copper mine sites. These platinum-group metals are critical for new energy technologies including hydrogen fuel cells and specialized batteries. In fact, one in four goods manufactured today either contain platinum group metals or play a key role during their manufacturing process. “We are throwing metals away that could at some point help alleviate our dependence on oil and gas,” he says. “These could be key elements that reduce the cost of alternative energies like wind, solar and tidal power and make them more attractive for mainstream use.” The rare metals of the platinum-group family have traditionally been found in geological formations common to South Africa and Russia. Canada produces only six per cent of the world supply, but Hanley believes they can be found in greater abundance in (porphyry) deposits in Canada if exploration companies recognize their importance. • StFX graduate student presents paper at IEEE conference: A StFX graduate student was recently in Singapore to present a paper on his research at the 4th IEEE International
Conference on Secure Software Integration and Reliability Improvement. Fazle Rabbi, a member of StFX’s Centre for Logic and Information, presented his paper, YAWL2DVE “An Automated Translator for Workflow Verification”. The paper is coauthored by Post Doc, Hao Wang, PhD, and Rabbi’s supervisor, centre director, and StFX mathematics, statistics and computer science professor Dr. Wendy MacCaull. At the conference, Rabbi presented an automated translator (YAWL2DVE) which can convert a graphical workflow model into DVE, the input language of the model checker DiVinE, and showed the effectiveness of this translator with a case study on a real world health care workflow model. Rabbi began his graduate studies at StFX in September 2009 under the supervision of Dr. MacCaull, who is also the principle investigator of the six-year ACOA Atlantic Innovation Fund sponsored project “Building Decision-Support through Dynamic Workflow for Health Care” being carried out at the StFX Centre for Logic and Information. This project involves a multidisciplinary team of academic researchers, industry collaborator Palomino System Innovations Inc., and healthcare professionals from Guysborough Antigonish Strait Health Authority (GASHA). They are working together to research the conceptual, scientific and technological problems for the design and development of dynamic careflow software systems for applications to healthcare to ultimately be deployed in GASHA. By The Daily Business Buzz Transcontinental Media
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Canadian Parents for French (CPF) is the national network of volunteers dedicated to the promotion and creation of French language learning opportunities for young Canadians. 2010-2011 Events: Bilingual Career Exploration Day, Lieutenant Governor’s Award: Ready to Write! Prêt à écrire, Concours d’art (oratoire). Canadian Parents for French - Nova Scotia works with parents, teachers, principals, administrators, trustees, and other community leaders to maintain and strengthen French second language programs in Nova Scotia’s schools. CPF- NS collabore avec les parents, les professeurs, les directeurs, les administrateurs et d’autres leaders communautaires afin de préserver et enrichir les programmes de français langue seconde. Office: 8 Flamingo Drive, Halifax, NS B3M 4N8 Toll free 1-877-273-5233 Telephone (902) 453-2048 Fax (902) 455-2789 Email firstname.lastname@example.org Website www.cpfns.ednet.ns.ca
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South-Western Region/Région du sud-ouest Stephen Surette, directeur régional : 1-902-769-5480 École Jean-Marie-Gay -Saulnierville École Belleville -Belleville École Joseph-Dugas -Pointe-de-l'Église École Pubnico-Ouest, Pubnico-Ouest École Saint-Albert -Rivière-aux-Saumons École secondaire Par-en-Bas -Tusket École secondaire de Clare -La Butte École Wedgeport-Wedgeport École Stella-Maris -Meteghan
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Weston Bakeries: 10th Anniversary
A Special Feature of The Nova Scotia Business Journal, August 2010 I Page 11
Company congratulates local Amherst plant By Darrell Cole, Transcontinental Media The Amherst Daily News
Weston Bakeries' employees Ken Boudreau (left) and Levi Goguen share a laugh with Weston Foods Canada president Ralph Robinson during the 10th anniversary celebrations at the Amherst manufacturing facility. — Photo by Darrell Cole, The Amherst Daily News, Transcontinental Media
Weston discovers recipe for success By Clare O’Connor Over the past 10 years, Weston Bakeries’ scrumptious bread and roll products have attracted a loyal clientele. The plant has grown by leaps and bounds to keep up with the continued demand. “We’ve seen our volumes grow significantly in the past year alone,” says plant manager Tyler McLeod. “We have 106 employees and spend about 80 hours a week on bread production and, in the summer time, when the need is greater, we spend about 90 to 100 hours producing rolls.” McLeod attributes the increased interest in Weston’s products to many different factors. “We have a very motivated sales force and great people who work in our plant. We also have a large variety of delicious products, all made right here in the Atlantic region,” he says. McLeod, who began working with Weston Bakeries when the Amherst plant first opened, says there are numerous brand names under which the breads and rolls are sold. “We sell Wonder Breads, Country Harvest, D’Italiano, Weight Watchers, and, over the past few years, have added Vitality prod-
ucts to our list of brand names.” According to McLeod, the ingredients, how the products are made, the taste, the health attributes, and even size and shape are just some of the distinguishing features that would lead a consumer to choose one brand of Weston products over another. “Each brand offers something unique,” he says. “For example, our Country Harvest products offer extra grains and fibres and are produced as a smaller loaf while our Wonder + (plus) products are enriched white bread and offer the goodness of whole wheat.” Over the years, Weston has taken great pride in being able to successfully respond to consumer needs by offering a wide range of choices. It is also proud of the freshness of its products. The company is committed to shipping products out for distribution within 24 hours of being made. Weston’s clientele base is as diverse as its fresh product selection. Its loyal followers include such companies as: Wendy’s, Arby’s, Atlantic Wholesalers, Zellers, Giant Tiger, No Frills, and many other smaller independent retailers and restaurants. Last year the company began selling to Circle K outlets as well.
When Weston Bakeries chose Amherst as the site of its newest plant a decade ago there was a lot of uncertainty about how long the stay might be. There were problems with flooding and contractors, and more than a few within the corporation were afraid it would be an omen for the future. That future was instead celebrated on June 25 as Weston marked the 10th anniversary of the Amherst plant. Weston Foods Canada president Ralph Robinson said it's no secret how the plant has risen to become among the most successful in the Weston chain. "It's the employees — they've made this the success it has become," Robinson said. "Weston is really proud to have this business here. It has performed well and consistently exceeded expectations. It has become a model of what we want all our businesses to become. Great people always manage to get great results." Before the Amherst plant opened, Weston was sending a small quantity of product to the Maritime market from Montreal. A small group within the company concluded there was a great opportunity to place a new plant in this area and the ball started rolling towards constructing a $12-million facility in the Amherst and Area Industrial Park. "Weston had not invested in a new plant in nearly 10 years so to go to the board to get the capital approved was a high-risk undertaking," said Robinson. But the gamble paid off with Amherst consistently exceeding expectations. "There were many who thought it would never happen, but the people here kept saying they could and they pulled that train over the mountain," the president said. "There's lots of enthusiasm, lots of determination and lots of dedication to succeed." Not only has the Amherst plant's workforce climbed from 12 employees to over 100, it has one of the best health and safety records in the country, it is among the corporation's most efficient operations in terms of down time and waste, and it has garnered numerous supplier awards and has been recognized for its high-quality products. Workers from the Amherst plant are even sent to other Weston plants across Canada to offer support and expertise. The plant truly exemplifies the story of the little engine that could, said Robinson.
Would like to congratulate Weston Bakeries on your 10th anniversary. 675 Boulevard Malenfant, Dieppe, New Brunswick, Canada E1A 5T8
All the best to the Weston’s Amherst Bakery on your 10th anniversary from:
For over 50 years Lockwood has been a Canadian manufacturer of premium quality bakeware. Look to Lockwood for your coating and pan care. www.lockwoodmfg.ca • email@example.com • 1 800 265-8445
Congratulations to Weston Bakeries on your 10th anniversary and all the best for future success. P&H Milling Halifax are a proud supplier of quality flour products to Weston Bakeries Amherst. www.phmilling.com
Best of Colchester Awards
Page 12 • A Special Feature of The Nova Scotia Business Journal, August 2010
IN THE SPOTLIGHT • Best Western Glengarry: With 92 rooms featuring king-sized and queen-sized beds, free highspeed internet, a full-service business centre, and a completely smoke free environment, the Best Western Glengarry Hotel is known as the place to stay while in Truro. It is a Green Key Eco-Rated, Canada Select three-and-a-half star property. Located less than 45 minutes from the airport and with 12,000 square feet of meeting space, the hotel also serves as one of Truro’s convention centres, catering to business and industry events, as well as weddings. Hotel co-owner Judy Nicholson says her staff plays a vital role in the hotel’s success. “Everyone is always very friendly and works hard to make our guests feel welcome.” • Kwik Kopy: At Truro’s Kwik Kopy Design and Print Centre, adaptation is the name of the game. “We primarily support businesses, offering everything from black and white printing to fullcolour digital reproduction of products such as posters, catalogues, election campaign materials, and tourism brochures,” says franchise owner
John Kelderman. The business works hard to remain on the leading edge in terms of technology and meet the needs of its clientele. Now celebrating 25 years in business, Kelderman says he’s pleased with the success achieved so far. “We have a great team of people committed to ensuring our products are the best they can be,” he says. “That hasn’t changed and never will.” • M.P. Crowell Limited: Family-owned business M.P. Crowell Limited has been in operation for nearly 50 years. The Truro business is known for its wide range of products and services. “We sell all types of furniture, appliances and flooring, and we have expert installers on staff,” says company spokesperson Marilee Crowell. The company also takes custom orders. “Our staff works with customers to make sure they get exactly what they want.” It’s that commitment to customer satisfaction and quality products that Crowell says defines the ongoing success of their business. By Clare O’Connor
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Unique event builds pride in local business community By Tim Tucker Executive Director, TDCoC On June 17, about 300 people gathered to celebrate the “Best of Colchester” awards in Truro. The “peoples’ choice” concept awards show was organized and produced by the Truro and District Chamber of Commerce (TDCoC) as a way for businesses in Colchester County to connect with their customer base and to create some friendly competition between businesses. The TDCoC launched the online contest in May, putting out a call for nominations in 25 categories ranging from “Best Furniture Store” to “Best Hair Salon”. During the two-week nomination period, more than 280 eligible nominees were received. Once the nominees were
announced, consumers, colleagues and others were given two weeks to cast their votes at www.trurochamber.com. On awards day, people came from all over the Colchester region to watch the big presentation which was hosted by entertaining radio personality James Cormier from Big Dog 100.9. Comment cards collected at the end of the event gave the awards and evening rave reviews for its success in highlighting Colchester County’s business community and promoting networking. Riding high on the buzz and notoriety generated by the “Best of Colchester” for the local business community, the Truro and District Chamber of Commerce plans to make it an annual event.
The winner’s circle... • • • • • • • • • • • • •
Best Automotive Service Station - A1 Tires Limited Best Bar/Pub/Lounge - The Engine Room Best Bed and Breakfast - Belgravia Bed & Breakfast Best Car Dealership - Pye Chevrolet Best Clothing Store - Margolians Best Coffee Shop - Fair Trade Café Best Dining/Restaurant - Frank & Gino’s Best Entertainment Venue/Festival - Marigold Cultural Centre Best Fast Food - Wendy’s Best Fitness Centre - Nubody’s Best Florist - Jean’s Flowers & Gifts Best Furniture Store - M.P. Crowell Best Grocery Store - Sobey’s Prince Street
• Best Hair Salon/Barber/Day Spa - Tanglez Hair Studio • Best Hardware Store - A.J. Walker & Son • Best Health Clinic - Well Within Chiropractic • Best Hotel/Motel/Inn - Best Western Glengarry • Best Jewelry Store - Inglis Jewellers • Best Law Firm - Burchell MacDougall • Best Media - Big Dog 100.9 • Best Non-Profit - Colchester Community Workshop • Best Pharmacy - MacQuarries Esplanade • Best Print/Copy House - Kwik Kopy Design and Print Centre • Best Real Estate Agency - Remax Fairlane Realty • Best Tourist Attraction - Victoria Park
The Truro and District Chamber of Commerce of Commerce has been the principal voice for business in the Colchester Region since 1890; promoting matters of economic, social and political importance. The TDCoC takes a stand on many local issues, making certain the best interests of the local business community are being represented. By joining the Truro and District Chamber of Commerce, you are ensuring advocacy on your behalf, as well as several networking opportunities that help build your contact base. Join us today and add your voice. For more information, please call 895-6328 or visit www.trurochamber.com.
(902) 895-6328 • (902) 890-4616 • www.trurochamber.com
Johnston & Blades Would like to extend best wishes to the Best Western Glengarry on your Best of Colchester County Award • Containers Available for Cleanups of Roofs and Other Large Jobs • Tilt & Load Service • Radio Dispatched for Fast Service
• Rear End Loaders 3,4 & 6 Cu. Yd. • Roll Off Containers 12 to 30 Cu. Yd. • Commercial Compost & Recycling
Sanitation Service 895.5789 731 Willow, Truro
Container Service Residential & Commercial
Congratulations John and staff on your award win. We wish you continued success. From all your friends at Kwik Kopy Printing Canada Corporation. www.kwikkopy.ca
Big Eric’s F a x : 4 5 3 - 3 9 4 8 www.bigerics.ca
6430 Lady Hammond Road, Halifax, NS
Restaurant supplies limited • A Complete Line of Items for Equipping & Supplying Restaurants & Lounges
• Design, Supply & Installation Services • An Atlantic Canadian Owned Company
• Serving the Food Service Industry for Over 30 Years
Stonehame Lodge and Chalets
A Special Feature of The Nova Scotia Business Journal, August 2010 I Page 13
Stonehame garners prestigious Fodor’s Travel designation Stonehame Lodge and Chalets located in editors. “From hidden-away restaurants to can't-miss Scotsburn, Pictou County, was recently recognized by Fodor’s Travel, the foremost name in trav- museums, Fodor’s Choice selections recognize el publishing, as a 2010 Fodor’s Choice selection. the top sights, properties, and experiences our editors and updaters have This distinction reprefound in their travels,” says sents a remarkable achievement and recognizes To be recognized by a leading Fodor’s publisher Tim Stonehame as a leader in its travel guide like Fodor’s is truly Jarrell. “These places are field for service, quality, and an honour. It is extremely the best of the best, providing a remarkable experivalue in the 2010 year. Since 1988, Fodor’s rewarding for us as owners and ence in their price range or Travel has been awarding staff to see our hard work and category.” As a 2010 Fodor’s the Fodor’s Choice distinc- dedication to quality pay off. Choice recipient, tion to only the very best Stonehame Lodge and hotels, restaurants and -Jeff Gunn, co-owner Chalets receives special attractions around the of Stonehame recognition in the current world. Every year, Fodor’s Fodor’s guidebook to this writers experience, examine and evaluate thousands of hotels, restaurants region and on Fodors.com. “To be recognized by a leading travel guide like and attractions in their travels across the globe. While every business included in a Fodor’s guide Fodor’s is truly an honour. It is extremely rewardis deemed worth a traveler’s time, only 15 per ing for us as owners and staff to see our hard cent of those selections are awarded the very work and dedication to quality pay off,” says Jeff highest Fodor’s Choice designation by Fodor’s Gunn, co-owner of Stonehame.
About Stonehame… Stonehame Lodge and Chalets is a yearround, Canada Select four-star mountain top retreat located in the Northumberland Shore region of Nova Scotia. The family owned and operated business features quality accommodations (chalets and rooms), award-winning service and a licensed lodge with meeting facilities for corporate retreats, weddings, family reunions
and parties. The retreat is also known for its panoramic vistas and peaceful woodland trails for hiking, biking, snowshoeing and more. Centrally located in the province — only 90 minutes from Cape Breton, Halifax and the New Brunswick border and only 15 minutes from the P.E.I. ferry — Stonehame has become a destination of choice for travelers looking for a home base when doing day trips exploring the Northumberland Shore, Eastern and Fundy Shores, and Halifax area.
The year-round mountain top retreat features unparalleled accommodations, dining and service. — Photo courtesy of Stonehame
Congratulations to Stonehame Lodge and Chalets on your Fedor’s Choral Award
www.tncwireless.ca • 1-902-695-6950
Congratulations from Management and Staff of Scotiabank Pictou and the Scotiabank Pictou County Small Business Team. 70 Coleraine St Pictou, NS 902-485-4378
w w w . s c o t i a b a n k . c o m
Page 14 • A Special Feature of The Nova Scotia Business Journal, August 2010
Grow your Business in NB
Discover what opportunities await you in New Brunswick Looking for a place to form business partnerships or put down roots? New Brunswick is the place to be. The province has built a solid foundation for growth based on a business environment that features some of the lowest corporate and personal income taxes in North America, a robust and multimodal transportation network, a skilled and bilingual workforce supported by a responsive post-secondary education system, and critical investments in communications technologies and infrastructure. In fact, international financial consultants KPMG consistently rank two New Brunswick cities among the top 10 places in Canada in which to do business. Other organizations, including the Canadian Federation of Independent Businesses and the CD Howe Institute have ranked the province’s tax regime as one of the most competitive in Canada. In 2009, the Intelligent Community Forum included Moncton and Fredericton on its list of the most intelligent communities in the world. This year, the forum named Premier Shawn Graham its Intelligent Community Visionary of the year for New Brunswick’s commitment to innovative technologies.
New Brunswick makes it easy to be profitable The government’s ambitious Plan for Lower Taxes is making New Brunswick one of the most tax-competitive jurisdictions in Canada.
By 2012, the provincial corporate income tax rate will drop to eight per cent. In addition, New Brunswick will have moved to a two-rate personal tax system of nine and 12 per cent, saving New Brunswickers $380.2 million — a tax regime that the full household can benefit from. The New Brunswick government also offers tailored, low-risk incentives, including loan guarantees, payroll rebates and employee training, plus millions of dollars for innovation and research and development. New Brunswick’s Small Business Investor Tax Credit, the most generous program of its kind in Canada, also helps small and medium-sized companies attract the capital they need to grow and prosper.
New Brunswick is the hub of innovation Just call New Brunswick “Silicon Valley North”. The province is home to a growing number of marquee IT firms and software developers who are generating sparks with the research talent and unparalleled facilities at the University of New Brunswick and the National Research Council’s Institute for Information Technology. Its companies are making breakthroughs in mobile technology, advanced learning, health, bioscience and defence research. Research in Motion, CAE, CGI Group Inc.,
Bluedrop Performance Learning, and ING Engineering Inc. are just a few of the national and international firms who see the benefits of doing business in New Brunswick. The province has a bold vision to build its knowledge economy from the ground up. It’s the first jurisdiction in North America to offer affordable and reliable high-speed internet access to every resident and business, bridging the digital divide between urban and rural communities and providing everyone with direct access to the global marketplace. Continued on page 15
New Brunswick is a great neighbour New Brunswick’s neighbourly attitude is helping the entire Atlantic region become stronger. New Brunswick and Nova Scotia governments recently signed an agreement to harmonize regulations, reduce compliance costs and increase labour mobility between the two jurisdictions. The two governments also recently agreed to explore expanding energy transmission capacity with a new, 500-megawatt connection between southern New Brunswick and Nova Scotia’s Colchester County. This robust regional grid will make it easier for New Brunswick to export energy, create renewable energy projects and stabilize power rates for the entire region.
New Brunswick is known for its focus on knowledge-based industries,value-added natural resources,bio-technologies and advanced manufacturing. — Photo courtesy of Business New Brunswick
GROW YOUR BUSINESS IN NB
A Special Feature of the Nova Scotia Business Journal, August 2010 I Page 15
Opportunities await Continued from page 14 In addition, a strategic partnership with Bell Aliant has allowed Saint John and Fredericton to boast the first, city-wide coverage of next generation fibre to home broadband access. The project is so successful Bell Aliant expanded FTTH coverage to Greater Moncton, suburban Saint John, Bathurst and Miramichi. By 2011, the company expects to have connected 140,000 households and businesses to the service.
New Brunswick is spanning the globe with its goods and services Business confidence is spreading as efforts to diversify the provincial economy and global export markets are paying off. New Brunswick exports nearly $13 billion in goods annually, with a sharp increase in business from China, India and Europe. The province’s value-added manufacturing and resource-based companies are finding lucrative new markets in the redhot Asian economy, with the province leading four missions to China since 2008. During the last two years, exports to China have more than doubled with the country emerging as New Brunswick’s third largest trading partner. The Atlantic Gateway is positioning New Brunswick and the entire Atlantic region as a cost-effective, alternative shipping route, which will extend our reach to markets in
the European Union and Asia. Also, New Brunswick is using technology to lower the cost of moving goods to market. The province has deployed Intelligent Transportation Systems (ITS) — including Weigh in Motion — on provincial highways to improve transportation productivity and reduce carbon emissions. The recent opening of a new border crossing in St. Stephen is also allowing quick and easy access to the United States, while reducing traffic congestion and pollution.
New Brunswick offers an unparalleled lifestyle New Brunswick’s vibrant cultural scene, natural wonders and affordable lifestyle all make New Brunswick a great place to live. Consider this… An urban worker spends fewer than 15 minutes per day on average commuting. As well, New Brunswick is an extremely safe place to live, with one of the lowest crime rates in Canada. New Brunswick is about living in a place with some of the lowest average housing costs in Canada, where children can live and learn in a safe, friendly and bilingual environment. There’s never been a better time to discover what opportunities await you in New Brunswick. Courtesy of Business New Brunswick. For further information, check out: www.newbrunswick.ca
Pattison Signs in Edmundston is one of New Brunswick’s success stories. — Photo courtesy of Business New Brunswick
August 2010, Nova Scotia Business Journal
• Fuel Economy • Driving Range • Power - 290hp V6 or 360 hp V8 • Rear Seat Leg Room • Ground Clearance with Quadra-Lift™ • Most Advanced Safety Features • Most Available Safety Features
ALL-NEW PENTASTAR™ V6 • 290hp, 260lb-ft. Torque • Class-Leading 32 MPG (8.9L/100KM) Hwy(1) • 14% improvement in Fuel Economy(2) • 38% improvement in Power(2) • Over 1,000 km Driving Range(2) • Available 5.7L VVT V8 with 360hm and 390lb-ft Torque with fuel saving Multi-Displacement system (MDS) featuring cylinder deactivation technology
WORLD-CLASS INTERIOR • NEW Premium Soft-Touch Interior Materials • NEW Standard Laminated Acoustic Front Side Glass
For more business news daily: www.dailybusinessbuzz.ca I NEWS
• NEW Reclining 2nd Row Seats • NEW Interior Mounted Full Size Spare Tire • More Than 4 Inches of Increased Rear Seat Knee and Leg Room(2) • 17% Larger Cargo Area(2)
SAFETY & SECURITY • ‘TOP SAFETY PICK’ From The Insurance Institute for Highway Safety(4) • More than 45 Safety & Security Features • NEW Standard Keyless Enter-N-Go with Proximity Sensor • NEW Standard Front Active Head Restraints • Standard Electronic Stability Control Including Electronic Roll Mitigation, Hill-Start Assist & TrailerSway Control • Standard Full-Length Side Curtain & Front SeatMounted Side Thorax Airbags
KEY AVAILABLE FEATURES • NEW CommandView® Dual-Pane Panoramix Sunroof • NEW Heated Real Wood/Leather Wrapped Steering
Wheel • NEW Heated and Ventilated Front Seats • NEW Heated Rear Seat • NEW Navigation System with Voice Recognition
ENHANCED RIDE & HANDLING • NEW Four Wheel Independent Suspension System • NEW Body Structure Provides 146% Increased Torsional Stiffness(2) • New Available 20-inch Aluminum Wheels
CAPABILITY • Legendary Jeep 4x4 Heritage • NEW Available Class-Exclusive(1) Quadra-Lift™ Air Suspension • NEW avaliable Class-Leading(1) Selec-Terrain • Choice of three full-time 4x4 systems including Class-Leading Quadra-Drive II™ with the ability to transfer 100% torque to any one wheel • Max Trailer Tow Capacity of up to 3,266kg/7,200lbs(5)
1) Based on Ward’s 2010 Auto segmentation Middle Sport Utility Vehicle. 2) Compared to 2010 Grand Cherokee with 3.7L V6 3) Based on 2010 Energuide Hwy Rating of 8.9L/100km 4) Top Safety Pick is a rating issued by the U.S. Insurance Institute for Highway Safety 5) When properly equipped. See your dealer or visit www.jeep.ca for complete details. Printed as of June 2010.