By Elsbeth Mehrer
Manager, Workforce Development
Calgary Economic Development

CALGARY, AB, July 8, 2010/ Troy Media/  – On the eve of Canada Day the federal government disclosed sweeping changes to the way data about Canadians – which languages we speak, how we live, our origins and our education levels – will be collected in the future, including a decision to eliminate the mandatory long form on the census..

That decision means we’ll lose critical details about the make-up of our nation.

The long questionnaire, which had been sent to one in five Canadian households at census time, asked 53 questions about migration, work, childcare, family life and income. Individual data collected through the forms was kept confidential but the cumulative data painted an in-depth picture of the nation, much beyond population counts. Because the questionnaire had been mandatory, the data was valid at the neighbourhood level while also letting us know how each centre stacked up against the nation.

Privacy concerns

A spokesman for Industry Minister Tony Clement, the minister responsible for Statistics Canada, indicated the change was made in response to privacy concerns but at the same time refused to disclose how frequently these concerns arose.

In advance of the 2011 census, as for past surveys, Statistics Canada staff thoroughly consulted on what information mattered most. More than 1,200 comments from users of the census data were gathered, presumably to shape future questionnaires.

Respondents rightly asked for more information about how Canadians commute to work, how long that travel takes, ethnic origin, activity limitations and language preferences.

This data would, as past information has, inform the development of programs and services by governments, service organizations and educators, to name a few. Investments in infrastructure, such as hospitals, new schools and communities, are also influenced, in no small part, by the census.

This data is critical to understanding the needs of our nation in its march to become a global competitor. If we cannot understand, through the collection and analysis of solid information, how best to serve our own citizens, how can we expect to attract the world and its investment?

Understanding differences

As we focus in the future on labour market conditions and the shifting demographics of our workforce, it’s critical we understand how all Canadians are making their way.  

The census data shows us which occupations Canadians are working in, pointing to sectors on the rise and those pulling back. The data also illustrates how those with a high school diploma stack up against people with a university education or how youth compare with recent immigrants or Aboriginals in terms of employment.

Understanding such differences enables policy-makers to plan interventions and offer supports to level the playing field and make opportunities evident and accessible to all.

This decision will weaken the quality of the census data that illustrates both our disparity and our commonalities as Canadians. Such information is vital for ensuring public policy decisions can be undertaken in a responsible manner.

It’s clear this decision is ungrounded in statistical validity and short-sighted. It must be reversed or risk leaving us blind.

By Sandra Sweet
Writer
Troy Media

CALGARY, AB, Apr. 22, 2009/ Troy Media/ — Qualified people are still in high demand in Calgary, according to Calgary Economic Development (CED).

CED’s Elsbeth Mehrer, manager of workforce development, admitted that while there are more people than jobs in some skill areas, “accounting, finance and administration are areas where there is still a mismatch of talent. We may have some people who are unemployed, but they may not be the same people who are required in other areas.”

This is not the time for companies to become complacent about recruitment, she added. “Calgary companies that think they can cherry pick from the best of the best talent should think again.”

Alberta’s unemployment rate has risen to 5.8% in March, up from 3.4% a year earlier, Julie Ball, executive director of the Calgary Chamber of Commerce Talent Pool, said. However, she added, full employment is estimated to be between 4 and 5% in Canada so Alberta’s current unemployment rate signifies a balanced labour market. In such a market, employers need to continue to pay attention to human resources and their employment proposition. “This is not the time to be pulling back on human resources. Don’t think this economic downturn is going to solve the skilled labour shortage,” she said.

Mehrer agreed, adding that the structural changes taking place in the labour market due to retiring baby boomers is going to contribute to the continued shortage, regardless of the economy.

The Chamber and CED recognized early on that shortages of skilled labour and professionals were going to be an issue both for current Calgary businesses and shortages of skilled labour and professionals were going to be an issue both for current Calgary business and companies the city is trying to attract.

That is why the Chamber founded the Talent Pool in 2003. the Talent Pool, Ball said, works with business to give them information and link them to pools of untapped talent. Using traditional recruiting methods during the tight labour market last year proved difficult for many organizations. Some resorted to going overseas to find skilled workers then had to wait many months for these workers to get the required work visas. There were, and still are, under-utilized skilled workers in Calgary. The system used to recruit people did not extend to reach this untapped pool.

Some employers, she added, also only accept electronically submitted resumes and will not accept unsolicited resumes. As well, applicant-tracking software often screens out qualified prospects because the resume does not contain the required key words, or the candidate may describe their skills and work experience differently depending on their cultural background.

“Don’t abandon your people system during this time,” she said. “You might not feel the pinch right now, but you will once things start to turn around. It takes four years for a high school graduate to get an engineering degree (companies) should give young people career information even if the jobs will not be immediately available. You need to continue to plan.”

She also said companies often overlook youth, older workers, Aboriginals and persons with disabilities, and they could do more to target immigrants already in Calgary.

CED itself started the CalgaryWorks initiative in 2006 to complement the Talent Pool. We recognize that CED has a role to play in support of employers on a people attraction level,” Mehrer said. “While we may have people who are unemployed right now, we recognize we don’t have the home grown talent that we’ll need to fill the roles when the economy turns around.”

Strong practices developed during the economic growth in Calgary are paying off today, she added. Companies that positioned themselves well are now able to make measured decisions in terms of staffing, instead of cutting staff. “Companies recognize that they need to figure out how to hold on to their people as best they can. I am seeing some attempts to shift work around, go to reduced hours, practices of job sharing, rather than immediate job cuts.”

Standens, a manufacturing company with an 85 year history in Calgary, understands the importance of investing in human resource development, regardless of the times. John Simpson, director of human resources said that, although their HR practices have shifted, retention is always a goal.

“The recession has hit manufacturing quite a bit in Canada. But we don’t believe in layoffs. We try to keep our staff busy any way we can,” he said. Standens has taken advantage of the federal job-sharing program, a government program that allows employees to cut their hours to avoid layoffs while taking only a minimal pay cut.

“You are able to keep people employed. During the time when they are not working, you can engage them in work training that will further their careers in the long term so when we come out of the recession, we’ll be even more competitive,” he said.

Mehrer said that even with the economic downturn the city is no further ahead in terms of the labour shortage. There is still a misalignment between the available workforce in this province and the demand for specific positions within Calgary businesses. “We will continue to have a shortage until we can align our demand with the talents of our workforce.”

Geoff Pradella, Chamber Public Affairs Vice President said that the Calgary Chamber of Commerce regularly surveys its members to identify their top business concerns. “For the past couple of years the shortage of skilled workers was their number one concern. Now it doesn’t even make the list but workforce development does.”

He added that the Chamber is encouraging companies to use the economic downturn to review their development and recruitment strategies. “The Chamber has organized a career show in each of the past four years: it is planning the 2009 show (to be held October 30 and 31) with business needs in mind and the show will strongly focus on career information and the preparation required for specific careers rather than jobs for people now.”

Channels: Oil and Gas Enquirer, May 4, 2009

By Doug Firby
Alberta Columnist
Troy Media

Doug Firby

Albertans – or at least this generation of them – aren’t used to bad economic news.

For the hard-working, truck drivin’ oil barons, what passes for bad news are stories about spiralling inflation, worker shortages, supply shortfalls and traffic snarls – all outcomes of a red-hot economy. It is accepted wisdom that most provinces would trade their worries in a Fort McMurray minute for this western job-mecca’s irritations.

Until now. Because Alberta has finally gotten a case of the economic sniffles.

The latest sign of this unfamiliar malaise came in a Calgary headline this week, when a prominent developer announced that – gasp – it was actually putting a high-rise condo project on hold because of runaway construction costs. Resiance Corp. said its Gateway Midtown condo project – 26- and 30-storey towers planned for the heart of downtown Calgary – has been iced because of deep concerns about “dramatic escalations in construction costs.”

At the same time, homebuilder Jayman MasterBuilt laid off 50 people in its Calgary and Edmonton offices because of the changing housing market.

The shift comes as a shock to a business community that has told itself the trend line would just keep pointing upward. Heady growth projections have led to Alberta’s billing as Canada’s economic powerhouse, home to refugees from economic train wrecks scattered across the Rest Of Canada.

Instead, this year, Alberta had its first net outward migration in decades.

The chill is less of a surprise to consumers, who have sensed – perhaps even wished for – a cooling off for months. A survey conducted for accountants Pricewaterhouse-Coopers LLP by Leger Marketing in November 2007 found that both consumers and small business owners were feeling trepidation around future unemployment rates and current business conditions.

Most notable in the November survey was a marked drop in confidence about employment. This followed speculation on cuts in investment from the oil and gas industry, as well as softening housing starts. Consumers were least confident about investing in a new house, with almost 60 per cent of the respondents indicating now was a bad time to buy.

At the end of July, MLS sales for single-family homes and condos this year were down nearly one-third from a year ago.

Meanwhile, housing construction starts are expected to reach a mere16,000 – the lowest in 12 years, according to Canada Mortgage and Housing Corp. in its latest Housing Market Outlook. And housing starts of all kinds will continue to decline through 2009, CMHC predicts – from 48,336 in 2007, to 32,750 this year, and 29,000 by the end of 2009.

Some of those fears about slowing oil sands development are coming to fruition. This month, StatoilHydro ASA, Norway’s largest oil company, stated it might postpone the start of an upgrade plant at its Canadian oil sands project for a second time because of rising costs and lack of clarity regarding regulations.

Economists are urging Albertans not to panic. This province has come through a decade of spectacular growth, the kind that most prudent economists have warned all along was unsustainable. The current downturn is seen as more of a correction than a crash, providing much-needed breathing space for a province choking on its own success.

“We have just come through three of the most unbelievable years ever,” says Tom Mauro, founder and chairman of Calgary-based Albi Homes. “At least it was something I haven’t seen in my 30 years in the industry. And, you know what? We got used to it.”

Albertans have to get used to a little bit less, at least for now. The silver lining is that this case of the sniffles is highly unlikely to turn into a full-blown cold – not while the oil sands hold the attention of U.S. government and investors.

“The fundamentals of Alberta’s and Calgary’s economy are still strong,” says Todd Hirsch, senior economist with ATB Financial. “. . . the pullback in housing, in retail, in consumer confidence is just part of the natural cycle of things.”

Adam Legge, an economist with Calgary Economic Development, says in the long run this cooling off will be seen as a bonus, if it leads to more sustainable economy, with less rampant inflation.

Most Albertans, exasperated with underdeveloped infrastructure and poor customer service, agree. A little slowdown, it seems, might just make this overheated province a little more livable.

Channels: Winnipeg Free Press, August 27, 2008. Doug also appeared as a guest on Calgary’s QR77, August 28, the CBC’s Wildrose Country, August 29, and Claresholm Local Press, September 11, 2008

By Judy Monchuk        
Writer
Troy Media

CALGARY, AB, Apr. 25, 2008/ Troy Media/ – The next time someone laughs or looks askew at a seemingly out-of-this world high-tech business idea, it might be helpful to know that some pretty heady company coped with similar disdain.

Most visionaries behind the technological marvels which have reshaped modern society were plagued with self-doubt as they struggled to implement ideas dismissed as silly or even stupid, a seed-stage venture capitalist told a group of entrepreneurs and investors at Calgary’s TechRev, a sold-out discussion on what makes startups successful. TechRev was founded by Calgary Technologies Inc., and Calgary Economic Development.

“A good idea is likely to look dumb because no one’s ever done it before,” said Jessica Livingston, co-founder of Y-Combinator, a Silicon Valley venture firm which specializes in funding startups of software and Web services.

“Just remember when you feel clueless that everyone else did, too.”

Livingston should know. She interviewed more than 30 famous tech pioneers for her book, Founders At Work, which profiles the early days of famous startups, including search engine Yahoo, photo sharing website Flickr and Canada’s Research in Motion, makers of the wireless communicator BlackBerry.

“And remember that Yahoo passed on Hotmail because they didn’t think people would want to check their email from work,” Livingston told a discussion of what makes successful startups, sponsored by Calgary Technologies Inc., and Calgary Economic Development.

For example, Apple co-founder Steve Wozniak was terrified of becoming a “business guy.”  He didn’t want to leave his job at Hewlett-Packard, but couldn’t convince his bosses to produce his Apple 1 personal computer design so (he) teamed up with Steve Jobs and the rest changed history.

Businesspeople intent on being continually in touch would feel naked without their BlackBerry, yet it was initially marketed as a two-way pager because industry didn’t believe there would be much interest for keeping tabs on email anywhere outside the office.

Being oblivious to the “right” way to do things can also be a huge advantage, Geoff Lyon, CEO of Calgary-based CoolIt Systems, said. CoolIt Systems is known for its liquid cooling systems that enable computers to run faster video games.

“You don’t know what rules you’re breaking,” Lyon said. Lyon previously partnered with two friends to develop and market the Harmony Remote, which they sold for $29 million in 2005. “None of us had done anything with consumer electronics; we thought `how hard could it be?’

Although Calgary is best known as the Canadian oil and gas hub, information technology accounts for almost 10 per cent of employment: 55,000 people at 2,400 companies.

And while the IT industry is trying to entice investment to help move projects along, the truth is that the vast majority of startups fail long before getting to that Hollywood moment of either being sold for a hefty paycheque or going public.

“Venture capitalists hope that one-in-10 investments will pay off – that covers the nine companies that die,” said Livingston, who urged investors to take a rest and invest less money.

Many of those failures actually fuel new ventures, as entrepreneurs refine their business savvy or their ability to solve problems.

“It would be awesome for Calgary startups if people thought failure was good,” says Michael Sikorsky, on his fifth startup as CEO of Cambrian House, which has instituted a concept called ‘crowdsourcing to solicit ideas for new products and services. Its ‘community’ votes for the best prospects, which developers then test.

Sikorsky said the key to success is getting to the point where “you get your own ego out of the way,” rid of the fear of failure.

Livingston said the biggest disadvantage to an entrepreneur is likely in their own head. And, while lots of things are going to go wrong, it’s the ability to stick it out against all odds that can separates potential success stories from the failures.

“It’s easy to find people who want to bail,” Livingston said. “If it was easy, everyone would do it because you can make lots of money.”

Timing is a big factor – especially in given the fast changes of the Internet, she said. “Ask yourself: what’s broken? What can be improved? What techniques are possible now that weren’t possible 10 years ago,” adding that it’s important to be flexible on ideas and ready to adapt and change as circumstances change. “To be successful, you need to have something users want. If no one wants to use it, you’re dead.”

She urged investors – even in financially conservative Calgary – to be willing to take more risks on ideas. Smaller amounts of money, she said, spread around, can push ahead more concepts simply because software development requires a lot less capital than plans which require hardware.

While luck is always a factor, Livingston said, those who run successful startups are curious, want to improve things and share one key component: “an insane amount of perseverance.”

By Judy Monchuk
Writer
Troy Media

CALGARY, April 4. 2008 /Troy Media/ — Survival of the fittest takes on a whole new meaning in Michael Sikorsky’s Internet hothouse, Cambrian House, where ideas are exposed to the critical analysis of “crowdsourcing.” Some ideas nurture and grow, while others quickly wither and die.

In “crowdsourcing,” the public is invited by a company to develop a new technology, business or to carry out a design task.

“We let anyone put ideas in,” Sikorsky, Calgary-based Cambrian House’s CEO said. His company will be profiled Monday at TechRev, a sold-out discussion on what makes successful startups. TechRev is sponsored by Calgary Technologies Inc., and Calgary Economic Development.

“Some of the business (ideas) are really amazing, some are really dumb,” he said. “Some will explode – in a positive sense.” It is all up to the “crowdsourcing” community, he added.

Cambrian House is receiving a lot of buzz in the tech community for its use of “crowdsourcing.” His company provides a platform on the web for inventors and developers to gather and expose their ideas to the scrupulous attention of the “crowd,” who offer either suggestions for improvement or outright dismissal. Winning and losing ideas are determined by votes.

What’s unusual in Cambrian House’s business model is that those who take part in developing an idea can profit from it through a system of royalty points.

More than 6,800 ideas have been posted on Cambrian’s website since it began in 2006 and it has some 65,000 members. The company estimates more than 600 businesses are currently in development via the format, although Cambrian itself  is only involved in a handful. Earlier this year, Cambrian’s first all-peer-developed project was released: a desktop-to-desktop fighting game called Gwabs which allows players to connect via an instant messaging network.

Sikorsky believes the “crowdsourcing” concept will become a vital part of business and predicts Web-based open source software development is on the cusp of a massive explosion.

There are as yet no books on how to run a crowdsourcing company, although Harvard Business School used Cambrian House as a case study on the concept. Being uncharted territory is a massive plus for his company, Sikorsky said. “In unknown systems, evolutionary approaches tend to win.”

That philosophy was even used to choose the corporate name, he said. It was during the Cambrian era that organisms evolved from simple, individual cells and life rapidly began to diversify. Most major groups of complex animals appeared in the Cambrian period, more than 530 million years ago.

Not everyone is as optimistic about the future for crowdsourcing, however. Critics say getting a large number of users to examine all the concepts can be difficult and point out that few of the ideas are high quality.

Cambrian House boldly states on its website that “we’re not afraid to fail our way to success.”

Sikosky said he lives by that maxim, one that has been echoed for generations by inventors and business leaders.

“I’m very comfortable with the idea of massive failure,” he said. Sikosky is now on his fifth startup after launching his first company just months out of university. “You get these feelings of failure out of your system, then you can focus on building (the) business.”

A trip around the Cambrian House website epitomizes humor, personality and a corporate view of the world that sounds refreshingly Pollyanna-like for a 21^st century enterprise. Not only does it declare `people are inherently trustworthy’, a seemingly naive stance for an ideas company with everything posted online, it also encourages all to act as if karma exists: “Doing good to others is its own reward, but the (rate of return) is a nice bonus.”

Sikorsky, 35, is more than happy to discuss his ideas and the plans – if one can reach him. During this interview, he said that he was “trapped in his car” outside his Calgary office because he’s been too busy to get inside. However, considering he was trapped inside a Porsche Boxter, he wasn’t making too many complaints.

His infectious enthusiasm comes out in rapid-fire speech and a habit of jumping from one concept to another. Self-deprecating and highly quotable, he downplays his accomplishments.

Sikorsky began writing software at age 12 as a way create games, “but it was really crappy until I was 14. By the time I was 17, I was writing software that would get used by people other than my mom.” At 17, Sikorsky’s work got him on the cover of a Danish magazine.

He shudders at any suggestion he is an entrepreneur, despite the obvious evidence to the contrary. “That makes me think of a guy in navy blazer with gold buttons and dollar signs on those buttons. I’m more of a startup-hacker type.”

By Bruce Graham
President
Calgary Economic Development

The rise of the Canadian dollar to unprecedented heights against the U.S. currency is exposing our country’s productivity gap. As pressure mounts on profit margins, the dollar’s strength might just be the trigger for much-needed productivity initiatives in Canada’s manufacturing companies.

An August report by the TD Bank Financial Group states Canada’s “abysmal productivity performance has resulted in the widening of the business sector labour productivity gap versus the United States from 17 percentage points in 2000 to 26 points in 2006.”

Canadian consumers are booking cheaper vacations in the sunny south, and seeing the cost of everything from cars to books fall. But Canada’s manufacturers, which employ 2.2 million people directly, with an additional 2.5 million people dependent on the sector, are feeling the pain of a dollar that is expected to be above par until at least mid-2008. According to Statistics Canada, in Ontario alone, 43,000 manufacturing jobs have been lost in the past 12 months.

Some manufacturing leaders realize the urgency of cost reduction and productivity improvement, but are playing catch up.

In Alberta, we have been enjoying exceptional economic growth over the past two years.  With GDP growth of 7.7 per cent in 2006, the lowest unemployment rate in the country at 3.4 per cent and huge capital investments in oil sands development, the need for a focus on productivity is masked. Manufacturing companies in Alberta have been so busy filling customer orders that few have had the time or incentive to seek real productivity improvements.

The strong Canadian dollar provides some relief to companies that import a large portion of their raw materials from the U.S., but it’s not enough to offset the impact of a higher value dollar on exported finished goods. Canadian manufacturers’ profit margins have been hurt by pressures brought on by weak market conditions in the U.S. Customers there are taking extended payment terms and demanding lower prices, and this is forcing manufacturers to reduce costs.

“Those of us who export are at the crossroads of our businesses today,” says Mel Svendsen, president of Calgary-based Standen’s, North America’s largest full-line manufacturer of leaf springs and agricultural tillage components. He notes long-time U.S. customers “in many cases, are having a tough time making payments to suppliers.”

A deal worth $1 million US, made in August (when the loonie was at $0.95 US) would have brought in $1,052,500 Cdn.  But, in the 90 days the customer had in which to pay, the shift in currency values means the company will only collect $925,000 Cdn – a loss.

As well, competitors in the US and Mexico are “not naïve to our plight,” says Svendsen. “They are swarming to Canada with discounted prices.”

To assure their place on the global stage, leaders in Alberta’s manufacturing sector need to act fast and make investments that will mitigate the effects of a strong loonie and help reverse Canada’s productivity trend. Companies must move to new technology platforms, invest in R&D, implement processes such as LEAN, and create a new knowledge-based workforce.  Partnering with other companies that can provide complementary products or services can also help.

There are many programs available to assist Alberta’s manufacturers improve productivity. The Alberta government, its economic development agencies, the Canadian Manufacturers and Exporters, and the federal government are all offering programs that will provide assistance and financial support toward that goal.

Alberta Employment, Immigration and Industry provides advice and assessments on manufacturing best practices (http://www.alberta-canada.com/manufacturing/boostProfits).

Economic development agencies in Calgary and Edmonton, and the Canadian Manufacturers and Exporters provide programs and specialevents, including practical business-oriented workshops, seminars and plant tours. They also offer opportunities for executives to learn, network with peers and explore best practices.

Other federal initiatives, such as the Capital Cost Allowance (CCA) and Productivity Plus Financing, provide excellent opportunities for manufacturers to invest in new technology.

Recent changes to the CCA provides an accelerated depreciation — 50 per cent per year — for eligible machinery and equipment acquired after March 2007 and before the end of 2009.

Productivity Plus Financing, an initiative of the Business Development Bank of Canada, helps manufacturers increase productivity by acquiring equipment. Eligible companies can receive financing up to $5 million, or 100 per cent of the cost of equipment that will increase productivity. It will even cover an additional 25 per cent for incidental costs such as installation, training and working capital.

The dollar’s sudden rise in value, and a soft U.S. economy, is posing an immediate challenge to Canada’s manufacturers. In Alberta, manufacturers need to be cautious not to rely on better-than-Canadian-average productivity results. They need to have a hard look at driving productivity initiatives now, and make full use of the resources that are readily available in Alberta to assess, implement and share continued outstanding results.

By Bruce Graham
President
Calgary Economic Development

CALGARY, AB, Nov. 15, 2007/ — I suppose it’s true that residents of any city are the best promoters of that city, not to mention the worst critics of it.  That is definitely true when it comes to Calgary.

A perfect example of this is The Vital Signs report, published by the Calgary Foundation last month.  The report, based on an online survey completed by more than 800 Calgarians, gave Calgary less than glowing ratings. The citizens of Calgary handed out a lot of C’s and D’s, even an F, but not a single A or even an A-.

Are we being too tough on ourselves?  Is there really nothing about Calgary that deserves a top grade?

There is no question that our city has changed significantly over the past few years and with significant growth comes some challenges.  We certainly hear a lot more talk about crime, commute times, the high cost of housing, homelessness, the availability of doctors, etc…These days, it seems that when reading the newspaper or listening to the news, the perception you get of Calgary is of an unsafe city where poverty is a huge issue, probably not the best place to raise a family.  This is not particularly helpful when trying to solve the number one issue for Calgary businesses, the attraction and retention of talent, people.

Don’t get me wrong, I think our ‘big city’ issues are real and need attention, but Calgary may not be as bad as we think.  Let’s take homelessness for instance.  This received the only F in the report. While any rate of homelessness is unacceptable and we need and should do everything possible to address this issue, Calgary actually has a lower homelessness ratio at 1 per 2331 persons in comparison to other major cities in Canada such as Vancouver and Toronto.

While our city’s population has been increasing, our crime rate has been on the decline.  Calgary’s poverty rate is lower than any other major Canadian city and it has been declining since 2000. And while our commute times have increased, they are still the lowest in comparison to other major Canadian cities.

So we’re not quite a utopia, and probably never will be despite all of our efforts.  That doesn’t mean we should stop trying but we should, once in a while at least, be conscious and recognize all the great things this city has to offer.

Our city has more opportunities available to its citizens than any other city I know.  We have great parks and a world renowned bike path system.  We have a great health system; well above the national and provincial average for health access.  We have a great education system and have the highest composite learning index amongst all Canadian cities.

We are only one hour’s drive from arguably one of the best playgrounds on earth, the Canadian Rockies and we know how to throw a great party and we’ve been doing it every year since 1912.  We have a friendly and giving community, who volunteer more than any other Canadian city, in fact more than double than the National average.

One of the first things I’ve noticed about Calgary since I arrived here is that anything is possible.  From opening your own business, to helping your community or make the world a better place to live, Calgarians think they are able to do anything and even if they can’t, they will try.  This is worth a lot in my books.

As much as we criticize and want to improve our city, we should also learn to allow ourselves to be proud of the great city we live in.  It is a great city and it is definitely a city worthy of raising my family in.  If we truly want to make Calgary a greater city than what it already is, we need to give it some credit and build on what we have

Channels: Calgary Herald, December 3, 2007

By Maclean Kay    
Writer
Troy Media

CALGARY, AB, Nov. 3, 2007/ Troy Media/ — Creating and maintaining a healthy work environment is just as important as promoting individual health, participants at a recent Calgary Economic Development (CED) employee wellness forum were told. The more stress employees feel, the less productive they become.

“Stress is increasing,” said keynote speaker and stress management expert, Dr. David Posen, “and employers are a big part of the problem.”

While a certain amount of “good” stress is necessary to avoid boredom and apathy, Dr. Posen said too much leads to anxiety and frustration. “Bad” stress leads ultimately to physical and mental breakdown.

The forum, called Apples to Zen, was the third Building Calgary’s Talent forum to be held in Calgary this year under CED’s workforce initiative program, CalgaryWorks. Employers were invited to share ideas and best practices that motivate and invigorate employees and create better workplaces and communities.

The forum’s first keynote speaker, Dr. Graham Lowe, told the forum that the drivers to organization’s health and productivity are its own culture, systems and processes.

Citing a recent national worker survey, Dr. Lowe highlighted what characteristics workers find most important about their jobs, with respectful treatment, work-life balance, and a healthy, safe environment featuring prominently. Pay did not figure into the top six.

Where is the extra stress coming from? Apples to Zen participant and retired doctor Owen Gingrich points the finger at communication technology which, he notes dryly, was supposed to make life easier.

“What I like to call “BlackBerry at the beach” is a new phenomenon,” said Dr. Gingrich, who has given presentations on the negative effects of increased stress on behalf of the Mayo Clinic and Victorian Order of Nurses.

“Forget about going home for the day; your average worker now cannot escape the office on vacation,” said Dr. Gingrich. “You can imagine what that does to life at home.”

Time away from work is a necessary part of reducing stress, Dr. Posen told the conference. Breaks, leisure and significant vacations are the only way to recover from work-related stress.

Time away from work is well and good, but how can employers help reduce “bad” stress in the office? Ryan Gill, CEO of Suitcase Interactive, said employees know best what their needs are, and finding out can be as simple as “sitting down and talking with them.”

For the initiatives to be successful, he said, “it’s important that (they) aren’t just thrown out there. Find out what they need.”

Gill was part of a panel of four representatives from four companies which have implemented successful health and wellness programs. The companies – Suitcase, ENMAX, Trico Homes and the Calgary Health Region – range in size from 100 to 27,000 employees.

Elsbeth Mehrer, Manager, Workforce Development for CED, said, that each of these companies are “all leaders in employee wellness.” Each  were responsive to and implemented programs that met their employees needs.

For example, ENMAX introduced fitness and nutritional programs, including on-site fitness centres and massage therapy. Its programs were recognized with the 2006 Calgary Chamber of Commerce HEALTH Gold award.

But Janice Strelow, ENMAX’ Wellness Coordinator, said employees were more worried recently about affordable, convenient child care than anything else.

“I couldn’t believe some of the stories I heard,” said Strelow. “With one couple, the husband worked during the day while his wife cared for their baby, and then switched off as she left for her evening shift. They never saw each other. Another couple sent their child to be raised by family in China, (because) they simply couldn’t find a child-care solution in Calgary they were comfortable with.”

As Dr. Lowe told the forum, employees trust managers who are genuinely concerned about their well-being, and who listen and respond to their input.

ENMAX heard that many of their employee’s home lives were suffering for want of child care, and decided to do something about it. Its solution was Bright Lights, an onsite care centre for children from infant to preschool age. The facility opened in September, and is operated by YWCA of Calgary. Strelow said ENMAX considers its and other programs cost of operating as part of their overall recruitment and retention Strategy.

“It’s an investment that absolutely pays off,” said Strelow, citing among other things, an increase of stay-at-work outcomes for ENMAX employees. Parents know their children are well looked after and are “just down the hall.”

Spending money on prevention rather than reaction, said Strelow, is an improved cost allocation. But whether its onsite child care or a less ambitious program such as free parking, Strelow said wellness programs make for less stressed employees.

Richard Gotfried, with Trico Homes, however, warned that consulting your employees and not following through leads no where. Even the best intentions, he said, are useless without support from above. “The first and most significant barrier is buy-in from leadership,” he said, “if it’s just for optics, it’s not going to work.”

He added that smart managers recognize the return on investment from a good and proactive wellness program. “While (management) obviously wants us to be selective with our policies,” he said, “if something can impact a high percentage of our people in a positive way, they’re all for it.”

The company must be doing something right. Canadian Business Magazine named Trico Homes one of the Best Workplaces in Canada, despite the fact the 100 employee company does not have a dedicated human resources department .

Linda Powell, Director of Governance and External Affairs with Alberta Shock Trauma Air Rescue Society (STARS) who attended the forum, said there is a need for further wellness forums such as Apples to Zen.

“It’s encouraging to see demonstrated successes in other organizations,” Powell said between sessions. “It shows that if the philosophy (of promoting wellness) is in place, it makes recruiting easier, and makes for a better workplace for all of us.”

By Maclean Kay
Writer
Troy Media Corporation

CALGARY, Oct. 24, 2007 /Troy Media/ — Paying attention to your employees’ health and wellness is smart business.Paying attention to your employees’ health and wellness is smart business. This was the message told to attendees of a Calgary Economic Development (CED) workforce initiative best practice forum held this week. The returns include an increase in productivity and greater employee retention.

“The status quo of absenteeism and people away on disability is costly,” Dr. Graham Lowe, president of the Graham Lowe Institute and partner in Great Place to Work Institute Canada, told the audience of the Apples to Zen: Empowering Employee Wellness forum.

Lowe cited Statistics Canada studies which indicate that absenteeism rates for full-time employees have been on the rise over the last ten years, then added that “where once there were blank stares (when it comes to employee wellness), now (because of the current labour market) there is greater receptivity to this concept.”

Apples to Zen is the third Building Calgary’s Talent forum to be held inCalgary this year under CED’s workforce initiative program, CalgaryWorks. Employers were invited to share ideas and best practices that motivate and invigorate employees and create better workplaces and communities.

“We’re not just talking about smoothies and massages,” Elsbeth Mehrer, CED’s Manager of Workforce Development, said. “We’re inviting companies to share ideas that will improve the physical, emotional and spiritual wellness of the entire community.”

“Employers that have already implemented some of these programs and have recognized the importance of employee wellness as a business issue run report that the benefits to the company – measured in customer and staff satisfaction, increased productivity and decreased absenteeism and turnover – far outweigh the investment,” added Mehrer.

Although employers face different situations depending on their industry and the demographics of their labour force, the lessons and ideas discussed at the forum were applicable across the board, attendees were told.

“A good idea is a good idea, no matter if it comes from a huge company or an individual employee,” Richard Gotfried, Vice President of Corporate Communications for Trico Homes and a panel member, said. Trico Homes was named one of the Best Workplaces in Canada for 2006 and, while the recognition appreciated, he said, wellness is an ongoing process and companies should always be on the lookout for more good ideas.

Another member of the panel discussion, Suitcase Interactive CEO and co-founder Ryan Gill, agreed, adding that employers can and should go even further.

“Traditional corporate things like health club memberships, while good, aren’t rocket science,” said Gill. He said employers should also address their employees’ emotional intelligence, stressing the benefits to the entire community.

Gill pointed out that corporate philanthropy is one way of achieving emotional-intelligence wellness. Dedicated corporate involvement, he said, can create a more fulfilling workplace.

Each year, Gill said, Suitcase shuts down for ten days and takes its employees to Mexico under its Project Smile program. For eight days, the employees build a school or clinic in a chosen community. The trip, however, is not considered vacation time and all expenses are paid.

Gill said that the cost of this trip and stopping operations for ten days is a worthwhile investment.

“We don’t lose people,” he says simply, adding that only one employee has left in the last seven years, “and he went on to bigger and better things, with our full support.”

On the surface, Project Smile may not address the physical health of his employees but, according to Gill, there is a direct connection:

“(Project Smile) addresses people’s emotional intelligence in a profound way. People need that outlet to be fulfilled. It may sound cheesy, but giving is living.”

Not all employee wellness initiatives are so radical, however. According to speaker Dr. David Posen, some of the most effective solutions for improving individual and corporate health and wellness are as simple as sleeping more and stressing less. A former medical doctor, Posen specializes in stress management.

“Ours is an increasingly over-stressed, sleep-deprived society,” Posen said during his address. He later added that employers are a large part of the problem, which is exacerbated by the current labour shortage.

“There’s no long-term vision in too many cases,” Posen said, “just the numbers for next quarter.” If the root problems go unaddressed, companies will continue “lurching from crisis to crisis.”

According to Posen, if a company is forced to perform the same amount of work but with fewer employees, the best solution is simple: honesty and communication.

“Sit down with your employees, and tell them ‘we’re in a situation,’ and ask for their suggestions. It might be temp workers, it might be extended deadlines, it might be more overtime, but whatever the solution, they won’t feel exploited,” Posen said.

Employers can be part of the solution for social issues facing Calgary employers and the community as a whole, CED’s Mehrer said.

“Employers need to understand what the hot-button issues are for their employees and the community they operate in,” she said. For example, “they need to look at ways to secure affordable housing and child care.”

“There are so many things employers could do, but don’t, just because they haven’t been thought of yet.”

Channels: Bugle-Observer (NB) and the Daily Gleaner, (NB), November 30, 2007

By Adam Legge
Director, Research and Information
Calgary Economic Development

One of my favourite movie scenes is John Candy and Steve Martin barrelling down the highway in “Planes, Trains and Automobiles” being accosted by occupants of another car trying to get their attention. Candy and Martin are told “you’re going the wrong way.” Soon to recognize they are driving into oncoming traffic, Martin replies “how do they know where we’re going?”

While I don’t think that the notion of a high speed train from Calgary to Edmonton is “going the wrong way,” there are definitely directions that the concept and Albertans are missing.

Alberta can’t seem to make up its mind whether it wants the Calgary-Edmonton corridor to take a legitimate place on the world economic stage or not. When TD Economics produced its watershed corridor report in 2003, we economic developers raised the flag. Finally they have noticed us. Yes, there is something happening on the other side of Thunder Bay, and, yes, it is pretty impressive, hugely impressive, when you consider that our GDP per capita is second in the world only to Luxembourg.

The media has recently profiled the proposed high speed train between the two anchor cities in anticipation of the release of the next report. They have highlighted a range of options, costs, but have also identified how divided Albertans are to the concept. I find this puzzling.

It is generally accepted that the original Alberta Advantage is long since dead. Increased costs for land and labour have shut us out of the cost competitiveness game, one of the pillars that the old Advantage was built on. So, we seek a new Advantage. Yet nothing seems to be sticking. Alberta has garnered the attention of the world lately with the development in the oil sands, and economic growth rates rivaling China, India and Dubai. Regions all over the world would sacrifice their first born company to attract global attention such as we have. So now it is time to show the world that we can play on that stage and that we know what we are doing.

A sophisticated rail system is a staple of any major global economic centre’s infrastructure. Plain and simple. Look around the world. In every major global economic centre of significance you will find a sophisticated rail system that serves its region, and connects with other regions, hinterlands and other provinces, states and countries.

I know what you are thinking – London, New York, Tokyo, Hong Kong all have population densities astronomically higher than the Calgary-Edmonton regions. True, but this may be exactly the kind of infrastructure investment that enables our region to develop in a manner that fosters a more fulsome evolution to support a globally competitive and attractive economy, including everything from energy, agri-business, technology, transportation, creative industries and manufacturing. More importantly, it may catalyze sustainable residential development around planned train destinations.

One of the areas that I feel the plan for the train is short-sighted is its route. The train should be the Calgary-Edmonton-Fort McMurray train. Stopping at Edmonton is like building two-thirds of a bridge. The full lifeline of this province’s future goes that full distance. And so should the train.

Additionally, if Alberta wants to be a leader in sustainable land use, mobility and settlement, the high speed rail should be supported by regional commuter rail in the communities around the hubs. Small scale, cost effective feeder rail systems could deliver people right into downtown Calgary or Edmonton for work, shopping or further travel. It makes environmental and planning sense. Numbers will have to be run, of course, to see if it makes financial sense over time.

True, the high speed train and feeder trains are major investments for a small population density compared to global centres. But it is the kind of investment that is needed if we want to be considered a city on the global economic stage. It is the kind of investment for the Calgary, corridor, and Alberta that we want to, and can, become.

So if we want to show the world that TD Economics was right, and that we are a region of global significance, and that there is a new Alberta Advantage, this railway should be put in place and it should, over time, be established to connect the regions within the region to support fulsome economic development and a sustainable land use model of envy.

Yes it will likely decrease business for air travel. Yes it will likely lose money for many years early on. These are inevitable. Acknowledging that doesn’t make it any easier to deal with. But the benefits to the whole – reduced traffic fatalities on the QE2; lower overall greenhouse gas emissions per traveler; time savings; an investment in economic development like no other region in North America  - far outweigh the negative impacts.

An investment whereby we will be able to tell the world “we know where we’re going, and we can take you there.”

Channels: Grande Prairie Daily Herald-Tribune, October 24,  and the Calgary Herald and Calgary Sun, October 30, 2007