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(b) More diversification in local industry.
The ability to do this will mainly depend on the availability of entrepreneurs
to start new companies in new types of business, particularly those which are
export-oriented. That said, the ICF
Consulting report referred to earlier dealt in depth with this and other issues
concerning economic growth, therefore the author does not propose to go into
further detail here. The ICF Consulting report also warned about the need to be
on the lookout for rapid market shifts and the need for strategic planning to
understand and prepare for external (economic) threats. ( “Choosing a Future…”,
page 1-1). Some of the slack in Ottawa (since about December 2000) has been
taken up by the federal government, which is in a long-term hiring mode to
replace people actually retiring or expected to retire. It might be argued,
quite legitimately, by some people that the sudden down-turn in the
telecommunications business was a “freak” event that nobody could do anything
about or even foresee, but in the author’s opinion we still need more
diversification in local industry to reduce the risk of large numbers of people
suddenly being put out of work due to a down-turn in any one industry, with no
other companies willing to accept them (which equates to, no opportunities for
the people affected to continue contributing to the tax base).
(c) General. It is not possible here, for
obvious reasons, to give an exhaustive definition of everything that will be
needed. Additional proposals will undoubtedly come to light once the problem
gets general exposure to all the parties having an interest in solutions –
which means, everybody - the general public, the business community and
government. If we get everybody back to work then the projected tax revenue
shortage for essential services can be alleviated. If action on the scale
required, then consequence. If no action on the scale required, then severe
adverse consequences for everybody.
On the one hand, the facts make clear that the business case for solving
the problem as a whole is beyond dispute.
On the other hand, at present, probably few if any people believe a
business case exists at all.
Therefore there is a significant
public relations problem, which can only be solved by wide exposure of the
problem accompanied by a logical presentation of the business case for solving
it and some recommendations for solution.
This wide exposure should also motivate everybody to think in terms of
what must be done and why, as the means to
convince everybody, including government, that there is a clear business
case for (a) dealing with the problem, as a whole, properly, and (b) investing
in improved information systems, as part of the solution to the problem. A
basic target is to create about 3 new full-time jobs for every 10 currently
existing. A pilot project should be undertaken in Ottawa, to begin with; this
must be accompanied by the necessary changes in federal and provincial
government policies referred to earlier.
A specific project proposal, specifically for the required changes outlined earlier to existing information systems, owned by all three levels of government, will be made once the three levels of government and everybody else involved are in agreement in principle concerning the justification for such project. Such project proposal shall include, among other things, review of the existing systems followed by a requirements analysis for the upgraded systems and a work scope definition to implement them (design, software development and testing, commissioning, training of the users’ personnel).