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Creating Opportunities
“In the know of where to go!”
Authentic / Real / Genuine 1
SILVER ECONOMY
ENGAGEMENT
NETWORK JUNE AND JULY 2014 PLANNING SESSION SUMMARY
Creating Opportunities
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Authentic / Real / Genuine 2
FOR ADDITIONAL INFORMATION, CONTACT:
Silver Economy Engagement Network
Division of Continuing Education
Saint Mary's University
923 Robie Street, Halifax, NS
B3H 3C3
Paul J. McGinn. BA, BBA
Project Manager
Phone: (902) 420-5492
Fax: (902) 420-5103
Email: [email protected]
The session facilitation and summary was completed by the Sobey School Business
Development Centre at Saint Mary’s University
Supporting business growth since 1989
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Table of Contents
Introduction and Background ....................................................................................... 4
Purpose of SEEN .................................................................................................................... 7
Guiding Principles and Mission .................................................................................. 8
Audiences ...............................................................................................................................10
Goals and Objectives .........................................................................................................11
Links to the Goals of the “Now or Never” report ...............................................13
Services .....................................................................................................................................15
Partnerships ..........................................................................................................................17
Role of the Advisory Committee .................................................................................19
Challenges and opportunities of Rural Versus Urban Centres ...................20
Parking Lot Items ................................................................................................................21
Appendix A: 3 Critical areas for change – “Now or Never” Report .......23
Appendix B: Action List for Implementation ......................................................24
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Introduction and Background
Nova Scotia is in the midst of a demographic shift with slow growth and an aging population. This
has resulted in residents moving away and retiring with not enough workers entering the workforce
to replace them. Left unchecked, this will have, and is having, a devastating impact on industry,
services and the general quality of life for many Nova Scotians.
In 2011, the Nova Scotia population was 921,7271 which was a 0.9 percent increase over 2006
(913,462).2 The median age in Nova Scotia is 43.7 years with approximately 16.6 percent over
the age of 65 and 21.2 percent under the age of 20. Although modest in the growth rate, Nova
Scotia experienced the least amount of population growth among all of the Canadian Provinces
within the same time period.3
“Employment in Nova Scotia is expected to grow by 8,500 over 2010 to 2015. The pace of growth
is expected to be slower than the average
observed over the last ten years. Labour force
growth will be negligible and would otherwise
be negative without continued gains in labour
force participation, particularly among
females and older workers.” 4 Despite this
expected growth rate, in the first five months
of 2014 there was a decline of 6,400 jobs in
Nova Scotia.
1 Statistics Canada: 2011 Nova Scotia Census profile: http://www12.statcan.gc.ca/census-recensement/2011/dp-pd/prof/details/Page.cfm?Lang=E&Geo1=PR&Code1=12&Geo2=PR&Code2=01&Data=Count&SearchText=Nova%20Scotia&SearchType=Be
gins&SearchPR=01&B1=All&GeoLevel=PR&GeoCode=12, accessed June 2014 2 Statistics Canada: 2006 Community profiles: Nova scotia: http://www12.statcan.gc.ca/census-recensement/2006/dp-pd/prof/92-591/details/page.cfm?Lang=E&Geo1=PR&Code1=12&Geo2=PR&Code2=01&Data=Count&SearchText=nova
scotia&SearchType=Begins&SearchPR=12&B1=All&Custom=, accessed June 2014 3 Statistics Canada: 2011 Nova Scotia Census profile: http://www12.statcan.gc.ca/census-recensement/2011/dp-pd/prof/details/Page.cfm?Lang=E&Geo1=PR&Code1=12&Geo2=PR&Code2=01&Data=Count&SearchText=Nova%20Scotia&SearchType=Be
gins&SearchPR=01&B1=All&GeoLevel=PR&GeoCode=12, accessed June 2014 4 Nova Scotia Department of Labour and Advanced Education, Labour Market Development Agreement (LMDA), Labour Market Agreement (LMA), 2011 – 2012 Annual Plan Nova Scotia, 2011/2012 Annual Plan for Labour Market Development Agreement & Labour Market Agreement,
pages 5-7
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This has been the result of a number of large employers closing operations. In addition, the labour
force decreased by 8,700 in the same timeframe. With the supply declining faster than the labour
force demand, the unemployment rate, although different in the five regions, decreased by 0.3
percentage points to 8.9 percent, compared to the Canadian rate of seven percent in April 2014. In
addition, the Nova Scotia labour force participation rate decreased 1.1 percentage points to 63
percent.5
There are many diverse populations who have been historically under-represented in the work
force and are contributing to the 37 percent non-participation rate. Such underrepresented groups
can include First Nation and Aboriginal residents, African Nova Scotians and those whom are
moving from one career path to another, either by choice or required need. Engaging these diverse
populations by providing employment opportunities through different avenues and initiatives is
one solution to slowing the demographic slide and labour shortage in Nova Scotia.
In order to get in front of this demographic and labour force challenge, a number of organizations
and initiatives have been explored. This has recently been highlighted in the release of the One
Nova Scotia Report: Now or Never, an Urgent Call to Action for Nova Scotians. Although most
elements have been discussed in the past few years, the 19 goals outlined in the “Now or Never”
report have brought a higher profile to the challenge which Nova Scotia is facing and many
partners, communities, organizations and individuals have been exploring areas in which to
contribute to a solution.
The Silver Economy Engagement Network (SEEN), developed by the Division of Continuing
Education at Saint Mary’s University aims to work with individuals who would like to explore
opportunities in their retirement years. Whether individuals are looking to fully retire, move from
one career to another after retirement, explore cultural or volunteer activities, or open their own
business, SEEN wants to provide a link to those whom require guidance and assistance.
5 Details and graph: Nova Scotia Finance and Treasury Board, Labour Force Survey, Last updated June 19, 2014: Latest Observations: (seasonally-adjusted, month-over-month and year-over-year), http://www.novascotia.ca/finance/statistics/analysis/default.asp?id=23a, accessed
June 2014
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It is through networks such as SEEN, that those whom may have once been under represented in
the labour force and labour market after retirement, can leverage their skills, knowledge and ability
well beyond what would have been traditionally known as retirement.
For the past year, the Division of Continuing Education at Saint Mary’s University has been
exploring areas in which the SEEN network can support its audience members, how best to provide
this support and how this support can contribute to the success of the province and assist in the
achievement of a number of goals within the “Now or Never” report. As part of the planning
activities and exploration, the Division of Continuing Education engaged a number of stakeholders
in preliminary planning on June 11 and 13 at Saint Mary’s University with subsequent planning
sessions to continue the work started in June at the Thinkers Lodge in Pugwash Nova Scotia on
July 22 through the 24th, 2014.
The purpose of the planning sessions was to develop a number of strategic goals for SEEN and the
Silver Economy Project. The sessions also focused on:
The identification of the purpose of SEEN and its audience members
Gaining insight on the opportunities and challenges faced by Nova Scotian’ s over 656 and
those whom are exploring the option of retiring
The identification of what may be wanted and needed by this audience
The identification of synergy between the 19 goals as outlined in the “Now of Never” report
The identification of gaps and strategic areas of action and focus which can both address
identified challenges and opportunities and support the achievement of some of the
identified goals acknowledged in the “Now or Never” report
The following report is a summary of results as identified and created by the members of SEEN
and various stakeholders within the planning sessions held in June and July.7 Details within this
summary report will be further developed by SEEN in order to create a program which SEEN can
provide to a number of audiences, stakeholders and members.
6 Although highlighted as 65 and over, SEEN was looking to target those aged 50+ 7 The original June summary can be available, upon request, as this summary has incorporated the details provided in the July planning session.
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Purpose of SEEN
Creating the purpose, coupled with a common message for SEEN is an important step in moving
toward unifying the programming, messaging and efforts in promoting and providing services.
Session participants were asked to communicate what they felt and thought SEEN is and what it
should be. Participants want SEEN to focus on the Silver Economy and to be a service that provides
programming, promotes life-long learning and is an avenue for people to network, develop
partnerships and to create individual opportunities. The participants also identified the following:
Create a program that will work with people, “recycle ‘qualified’ personnel” and increase
employment for those that want to continue to work and those that are required to continue to
work
Create a mechanism to allow people to know what they need to do – especially if moving from
one career to the next
Work with people and provide assistance in making connections, provide direction and
provide information to increase knowledge and awareness
Move beyond volunteer opportunities and look at other interests such as learning and
development, culturally enriching activities and identification of what people may want to do
or even need to do, based on various situations
Although there are many aspects which could serve as the purpose, it was essential to understand that
SEEN would be unable to complete every facet of what people may want. Therefore, SEEN is able
to:
The purpose outlines that SEEN can provide some required elements directly or it can provide the
tools to direct people to the most appropriate partner to gain what is required. As a result, participants
developed a draft purpose statement that would provide a starting point.
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= SUCCESS NAVIGATEDIRECTGUIDE
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Guiding Principles and Mission
In order to help build the SEEN foundation and guide all activities, programs and opportunities,
SEEN will be guided by the following three principles:
The purpose of the principles is to ensure that all activities complement the purpose of SEEN and
direct all activities moving forward. It is through following these principles and allowing the
principles to guide the development of the programs and services that SEEN will be successful.
Coupled with the guiding principles, the mission will ensure that all activities are in-line with what
SEEN aims to achieve.
AUTHENTIC REAL GENUINE
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Mission8
The Silver Economy Engagement Network will empower
members to make a meaningful contribution to society.
This mission will be fulfilled by providing a network of
shared educational, economic and cultural linkages and
opportunities for Nova Scotians’ who are retired or are
contemplating retirement.
8 The Planning Committee developed the mission on July 23, 2014 at the Thinkers Lodge in Pugwash Nova Scotia
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Audiences
An important element in planning and implementing activities in addition to setting goals and
objectives for SEEN and the Silver Economy Program is to identify the audience(s) of which the
program is to focus.
At this point, SEEN was aiming to focus on those aged 50+ as this age group is either retiring or
is contemplating retirement. However, this could possibly eliminate a portion of the population.
Therefore, the audience was divided into those that are exploring the option of retirement and those
who may already have retired. It was also discussed that due to economic, financial, life and other
extenuating circumstances, those who retire may be required to continue working. Therefore,
within each of the two audience groups, there will be:
Those that are required to continue to work
Those that have the ability to choose what they want to do, even if it is continuing to work
These audiences, as identified by session participants, will contribute to the goals, objectives and
activities of the program implementation focus and work plan. Each audience may require
different services and support, and depending on the individual situation, those services and
support may differ again.
EX
PL
OR
ING Those moving from the
first career into "retirement" and looking for the next option
AL
RE
AD
Y
RE
TIR
ED Those that have already
"retired" and are exploring the next option
This audience may have also "retired" multiple times
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Goals and Objectives
During the planning sessions, two goals and two objectives9 were set which will assist in achieving
the purpose of the Silver Economy Program. Although the goals were solidified and a few
objectives were developed, it will be essential to further develop the objectives to ensure that the
elements highlighted in the strategic implementation work plan would be achievable, not only in
the short-term but in the long-term. It will also assist in ensuring that Silver Economy Program
will continue to grow and it will help allow the program to drive and take the lead in this space
and contribute to the goals of the “Now or Never” report and to the success of Nova Scotia, as a
whole.
9 Initially set as 4 goals in the June planning session, two of the original goals were moved to objectives in the July planning session as these were
more action based and would assist in achieving the high-level goals
GOAL 1: SEEN WILL BE VIEWED AS THE "GO-TO" ORGANIZATION FOR NEW
OPPORTUNITIES
• OBJECTIVE 1: IDENTIFICATION OF SPECIFIC NEEDS AND REQUIREMENTS
• Conduct research to identify what needs to be completed and what is already out there
• Identify gaps and gap analysis
• Identifiy how gaps can be closed / actions developed
• OBJECTIVE 2: ESTABLISH A VIBRANT NETWORK
• Develop a pool of skilled individuals
• Develop partnerships
• Develop marketing and communcation materials to be used with various stakeholders
• MORE OBJECTIVES TO BE COMPLETED
GOAL 2: FOCUS ON OPPORTUNITY DEVELOPMENT THROUGH DISCOVERY AND
LIFELONG LEARNING
• OBJECTIVE 1: PROGRAM DEVELOPMENT
• Develop and implement a navigation system
• Develop a mentorship program
• Develop mentorship training
• Development of relevant programs (Continuing Education)
• Leverage partners for programming (Internal and External)
• MORE OBJECTIVES TO BE COMPLETED
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As the objectives, and associated activities, are developed further, actions, action owners, timelines
and measurements for success will be identified. This will ensure that the implementation will be
successful and it will provide SEEN with a roadmap for the completion of the program. In the
July session, an action list was created to assist with the implementation of activities of
SEEN. This list also provides additional details for activities discussed in the July Session, and
can be leveraged and utilized, as required for the implementation of the program.
NOTE:
In partnership with the Nova Scotia Government and General Employees Union (NSGEU),
SEEN has received funding10 for the pilot of the SEEN project in three rural areas in Nova
Scotia. It was discussed that the implementation activities and timelines be completed in all three
rural areas and in Halifax simultaneously. The reason for this is to ensure the following:
Consistency in programming in all areas
All areas are able to be compared to identify success, challenges etc for moving forward
beyond the pilot. If programs differ, this comparison will not be able to be completed
One program, regardless of location, will be easier for Continuing Education to maintain,
administer and promote. This will also ensure that the SEEN Brand will be consistent and
expectations will remain the same for all audience members regardless of location
If members are chosen as the ideal model for generating revenue, it will ensure that SEEN
provides the same services in all areas
10 New Horizons Program for Seniors, through Service Canada
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Links to the Goals of the “Now or
Never” report
As presented in the “Now or Never Report”, 19 goals have been identified for immediate action
within the province of Nova Scotia. As a result, a number of groups have been coming together to
identify how these goals can be achieved and what impacts various plans and programs can have
on the goals. Based on the goals of SEEN and the immediate and measurable impact which SEEN
could have, linkages could be made to the following “Now or Never” goals:
Goal 1: Interprovincial migration
Goal 3: Retention of international students
Goal 4: Business start-upsGoal 7: Labour force participation rate in Nova Scotia
Goal 8: Employment rate increase in First Nation and African Nova Scotians
Goal 9: Youth employment
Goal 10: Post-secondary education and training
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Although not highlighted, the additional report goals could also be influenced through the existing
skills which those audience members may be able to provide or through businesses which could
be started by the membership. These goals would be influenced in a longer-term perspective which
is the reason that these additional goals were not highlighted. SEEN and the Silver Economy
project would be able to contribute to all of the 19 goals in various ways. However, the eight
highlighted goals are those in which SEEN could have immediate impact.
Although highlighted separately, and presented in a linear fashion, the goals and principles which
SEEN has developed are linked in a way that each goal will fulfill multiple goals as set in the
“Now or Never” report. This will allow SEEN to contribute at varying levels of readiness, and
enable SEEN to succeed in ways which are deemed to be successful for the program. As all goals
are aligned with the goals of the “Now or Never” report and will fulfill multiple goals at one time,
gaps will be closed, allowing for greater success and the continued strengthening of the program
and of Nova Scotia.
Goal 1: SEEN will be viewed as the "go-to" organization for new opportunities
Goal 2: Focus on opportunity development through discovery and lifelong learning
Goal 1: Interprovincial migration
Goal 3: Retention of international students
Goal 4: Business start-ups
Goal 7: Labour force participation rate in Nova Scotia
Goal 8: Employment rate increase in First Nation and African Nova Scotians
Goal 9: Youth employment
Goal 10: Post-Secondary education and training
LINK TO THE 8 “NOW OR NEVER” GOALS
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Services
The services which SEEN will be able to provide will be multifaceted and will be able to meet the
needs of the clients in the target audiences. Elements will focus on both the “need” and “want”
aspect to ensure that the services and programs provided will offer value and will contribute not
only to the goals of SEEN but to the goals for the province, as laid out in the “Now or Never”
report.
THEREFORE SERVICES WILL BE FOCUSED IN TWO AREAS:
PROFESSIONAL
Professional development
Employment
New business development
Partnership creation
Network development
Mentorship
PERSONAL
All elements which apply under professional
Volunteer
Creative, culture and theatre
Finance
Health and well-being
Staying connected
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Services will be funneled through four separate streams. Where applicable, some of the services
will be completed directly by the Division of Continuing Education at Saint Mary’s University
and other aspects would be completed by various internal Saint Mary’s University departments or
external partners.
The overarching element which will bring SEEN together is a Network which SEEN will be able
to develop and provide. This Network can be one which bring people, such as members, together
for various reasons which can include, but is not limited to:
Educational opportunities
Personal and business opportunities (Example: for new business development or
employment potential)
Networking, general connection and togetherness
Cultural activities
MENTORSHIP
Connection
Partnership development
Training programs for
mentors
Add more, as required
TRAINING / PROFESSIONAL
DEVELOPMENT
Contuniting Education provision
Internal partners (Saint Mary's
provision)
External partners
Add more, as required
NAVIGATION
Areas which Continuing
Education does not focus on
Internal and external partners
Will need to have a person
focused on this area
Add more, as required
ASSESSMENT
COUNSELLING
Provide a conduit to guide clients to where they need to go to get
the information
Partner
Add more, as required
NETWORK
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Partnerships
Although it would be beneficial if SEEN would be able to provide all services, this would not be
the most advantageous option both from a mandate, financial and practical sense. As there are a
number of organizations and partners which could be leveraged, this will allow SEEN to be able
to provide clients with a holistic solution and support structure. As one aspect which SEEN will
be able to provide is a navigation service, SEEN representatives will be able to direct clients to the
most appropriate partner, either internal or external, in order to receive the desired services.
Therefore, programming which Continuing Education will be able to provide and develop
[example; mentorship] could remain within the internal SEEN prevue; however, it may be more
advantageous to direct clients elsewhere for additional items. Partners could also be leveraged for
various reasons which can include, but are not limited to:
Promoting SEEN
Providing education and professional development programs which are not provided by
SEEN and Division of Continuing Education, such as health, wellness and culture
Potential financial or in-kind support
Skills, knowledge and expertise
Network and mentorship
Although this is not an exhaustive list, the following are examples of partnerships which can be
developed.
Government departments – Municipal, Federal and Provincial such as the Department of
Seniors
Corporations/Private Industry/ Industry Organizations/NGO/Non-Profit
o Private Industry – (Example: Sell support and educational services to insurance
companies, real estate, health, Sobeys, Pharmaceuticals)
Seniors College of Nova Scotia (SCANS)
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PLA Centre (Prior Learning Assessment Centre) Assessments for training, personal
aspects, looks beyond formal training and skills
New Central Halifax Library
Other Saint Mary’s University and Sobey School of Business departments
Other educational institutions, including post-secondary
oneNS Coalition
Nova Scotia Government and General Employees Union (NSGEU)
Other community partners, both urban and rural
It was also discussed that it will be exceptionally important that there be a person responsible for
partnership development as ensuring that all are working effectively together. This will be
important in the success of SEEN. It will also be important that all marketing and promotional
materials be updated to ensure that any additions and changes are reflected immediately and that
there will not be a delay or a lack of services provided and available for clients and partners.
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Role of the Advisory Committee
To assist in the implementation of the activities and actions associated with SEEN, the Advisory
Committee will be a valuable resource in which to leverage. Although discussed in previous
meetings, it was also identified that the Advisory Committee should be one which is more formal
and allows for more involvement in the implementation of SEEN and to be leveraged as a resource
for Continuing Education. Therefore, it was discussed that the Advisory Committee be structured
with:
Formalized roles such as a Chair, Co-Chair, Secretary (It was felt that the chair should be a
volunteer and not staff of Continuing Education)
Terms of Reference
Meeting Minutes
Be leveraged and used for decision making
THE FOLLOWING IS THE PROPOSED FORMAL STRUCTURE:
THE DIVISION OF CONTINUING
EDUCATION AT SAINT MARY'S UNIVERSITY
SEENADVISORY
COMMITTEE
VARIOUS
COMMUNITY
GROUPS
SEEN would be a department /
program under the Division of
Continuing Education and would be
responsible for the development,
implementation and management of
all SEEN programming and
promotion
The Advisory Committee would
provide support, advice, expertise
and decision making aspects to the
SEEN Team
SEEN would leverage various
community groups and leaders in
order to assist in promoting SEEN
in their communities. SEEN would
work with these groups to provide
information as well as gather
feedback on areas which may be of
interest in their communities for
programming and support. This
group would not be responsible for
SEEN as this would lie with the
SEEN team
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Challenges and Opportunities of
Rural Versus Urban Centres
In the development and implementation of SEEN in both the rural and urban centres, it is important
that all challenges and opportunities be identified and addressed, where applicable. Although
additional discovery of these opportunities and challenges will be completed throughout the pilot
project, the following were identified in the July planning session.
Rural CHALLENGES OPPORTUNITIES
Transportation
Isolation
Lack of resources, monitory, and support
systems to be accessed
People may not want others to know their
business (Example: gossip)
Closed Minded / Set in their ways
Very much based on “who you know”
Having urban venture into rural may not be
viewed positively (urban resentment)
Young people leaving for urban centres and out
west
Leverage Come from Away (CFA) and Come
Back from away (CBFA) residents as they may
be more willing to become involved
Strong sense of community
Community network (“Who you know”)
Friendliness
The desire that residents have to want the
community to be successful
The variety of skills, knowledge, experience
and education which residents possess
Urban CHALLENGES OPPORTUNITIES
Communication
Too much communication and messages can
get lost
Communication is completed in silos
Duplication of programming, services and
communication – what are you different?
Too many choices for people
Unable to determine the best fit
People feel overwhelmed
Limited financial resources to participate in
[all, if any] activities
Being able to identify all the appropriate
partners as there may be too many
Infrastructure availability and options
Population
Variety of partners, resources and support
Accessibility
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Parking Lot Items
During the planning session, a number of elements were discussed that focused on items that may
or may not be within the control or within the mandate of SEEN and the Division of Continuing
Education. In addition, a number of items were also discussed which resulted in actions which can
be taken as part of achieving a number of the goals which were developed. Therefore, a number
of items were added to a parking lot. The following is a summary of items added, summarized by
category.
ACTION ITEMS FOR NEXT STEPS
The following items can be incorporated within the goals in order to assist in the achievement of
the goals. Some items can be achieved directly though SEEN and the Division of Continuing
Education or could be completed by a partner organization.
Look at new programming and services which focus on creative theatre, culture offerings
etc. These opportunities could also lead to new business and employment development. An
example of a successful business in this sector is the Trinity Pageant in Newfoundland
Research other jurisdictions which have implemented similar types of programs and
identify what can be learned from others.
Identify what research is out there (Challenge as professors only research what would be
published – perhaps engage retired professors to do this work)
Work with post-secondary institutions to be in line with the businesses and economy
Ensure that the appropriate expectations are set when implementing SEEN to ensure that
promises are not made that cannot be kept.
Look for all teaching moments – communicate, educate and set appropriate expectations
Leverage the SEEN network to provide skills, research and be mentors etc.
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ADDITIONAL ITEMS
The following items, although relevant, may be outside of the mandate of SEEN and the Division
of Continuing Education. Through the work which SEEN is able to complete, these items may be
positively influenced; however, will not be a focus of the program:
There needs to be a change in the mindset of people in Nova Scotia. There needs to be a
shift to have people appreciate that the 65+ demographic can still contribute in many ways
to society.11
How can we, as a society, look globally versus locally?
How do we change the public mindset to view Nova Scotia from an economic perspective?
11 Although SEEN was aiming to focus on those aged 50+ as this age group is either retiring or is contemplating retirement, one session
participant specifically mentioned the 65+ demographic. Therefore, this comment remained as such for the summary report.
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Appendix A: 3 Critical areas for
change – “Now or Never” Report
Three critical areas for change were identified in the “Now or Never” report. As part of the
planning session, the session participants shared what each of the critical areas meant to SEEN
and the province. These elements have been incorporated into the sessions and summary, where
applicable.
“NOW OR NEVER” - 3 CRITICAL AREAS FOR
CHANGE
1. Focus on economic growth
2. Focus on higher rates of population
3. Improve productivity in trade, innovation
and value added productivity
WHAT EACH MEANS IN THE
EYES OF SEEN
Jobs for everyone
Increase in the Gross
Domestic Product (GDP)
Involved in all industries
and organizations
Ensure that SEEN is
involved in all
sectors/industries etc
which are represented by
SEEN members
Diversification of
businesses and services
Interprovincial and
international
Increasing the participation
rate in the silver economy Do more with less
Being productive and
providing value
Need to look beyond the
bottom line and look at the
quality of life