Showing posts with label Strategic Social Plan. Show all posts
Showing posts with label Strategic Social Plan. Show all posts

09 November 2020

Paging Dr. Freud #nlpoli

Moya Greene, head of the Premier’s Economic Recovery Team, told municipal leaders last week that the provincial government spends almost $2.0 billion less on health care than it actually does.

Weird.

She said the government spent 25% of its budget on health care.  VOCM reported it: “Greene says healthcare is about 25 per cent of the province’s total expenditures, and that it is a conversation we have to have.”

The actual share in 2019 was 42% and the forecast share in 2020 in 37%. You can find the figures in the budget tabled in the House of Assembly at the end of September.

This is a really bizarro comment since Greene is already well into her job of sorting out both government overspending and re-organizing the economy.  She should have a handle on all numbers. 

After all, Greene and her provincial recovery team will deliver a preliminary report by the end of February. Sure she’s not due to have the whole thing finished until April, but the first deadline of February is really only about three months away, if you allow an interruption for Christmas.

But that’s not the only weirdness.

15 June 2011

Spend ‘em if ya got ‘em: the Alberta version

In light of the suggestion the provincial government needs a blue ribbon panel of experts to decide how to safeguard the provincial economic future, take a look at what is going on in Alberta.

Conservative premier Ed Stelmach appointed just such a panel headed up by former federal cabinet minister David Emerson.

And, not surprisingly, the Stelmach government is likely to reject all of the panel’s suggestions. You can find an excellent discussion of it in a Jeff Simpson column from the end of May.

The Stelmach government’s decision is hardly surprising given the history of Conservative governments in Alberta since Peter Lougheed left office.  But it is also hardly surprising since the current Conservative administration in this province is basically following the same policy of spending that Alberta Conservatives have been following. 

What the locals haven’t adopted is the low tax, small government mantra of their western cousins.  They also don’t have the enormous oil and gas resources.

What they share with their Alberta relatives is the same fundamental attitudes that the panel identifies as being serious risks:  complacency and insularity.  As you can read on page 16 of the panel’s report:

Alberta has resources the world needs, but we cannot assume the world will beat a path to our door. Boom times can breed complacency. We can forget we are facing stiff global competition, and that our productivity lags that of competitor countries…

The report criticises the fixation with “selling stuff” to people.  There’s a parallel in this province, incidentally, in the drive to build expensive electricity projects at huge cost.  The current provincial government talks about it as a strategic investment but, in reality, it is nothing more than “selling stuff” to people.

What the Emerson panel described as a strategic approach is decidedly different:

We must take steps now to ensure we realize the full benefit of our energy resources and broaden our economic base in the new global context. As we look outward, we must expand our thinking beyond simply “selling stuff” to those who want it.

Now is the time to think more broadly about investing strategically in businesses in other parts of the world, attracting investment to Alberta, becoming part of the international networks that are creating exciting new knowledge and technology, and finding specialized niches we might fill in global supply networks. We must invest in helping Albertans engage with the world and prosper in a global economy, carefully considering how we use our current public wealth to build a legacy for future generations.

Interesting ideas; ideas worthy of further discussion, especially since they harken back to strategic ideas developed in this province almost two decades ago as the way we could move forward successfully in a highly competitive world.

- srbp -

30 May 2011

Your world. Your choice. Your future.

Memorial University granted an honorary degree on Friday to Edsel Bonnell.

As the official news release put it:

“In essence a man with two careers, Mr. Bonnell has excelled at both.

Fifty years ago, Edsel Bonnell was the first person in Newfoundland to become a professional public relations consultant, winning numerous national awards, becoming in 2002 an honorary fellow of the Canadian Public Relations Society and, in 2005, a life member of the same organization.

From 1989-96 he took these skills into government where he served as chief of staff and senior policy advisor to Premier Clyde Wells, chairing both the Economic and the Social Strategic Planning Groups.

In musical circles he is best known for his role as founder and leader of the Gower Youth Band. This began in 1973 with the support of Gower Street United Church but it was intended to be — and has remained — non-denominational.

Educated at Memorial University, Mr. Bonnell has been recognized for his community service work in being named St. John's Citizen of the Year (1984), a Member of the Order of Canada (2001) and was inducted into the Hall of Honour at the St. John's Kiwanis Music Festival (2004).”

Edsel got the rare honour of a standing ovation from the graduates and their guests on Friday.

The reason is his address. 

At turns entertaining, frank and provocative, it was fundamentally a message of hope and a wellspring of optimism.

The speech was essentially what Edsel is.

In Edsel’s honour and to give you all a fine start to your week, here is Edsel’s convocation address, in its entirety.  It is exactly as he wrote it except in a couple of places where the paragraphing is changed to ease online reading.

 

Address to Convocation

May 27, 2011

Dr. Edsel J. Bonnell

The thing you often notice about people who receive honours and accolades, whether in Hollywood or Holyrood, is their apparent discomfort. The comments you hear are “I don’t really deserve this”, and “there are so many others who deserve this more than I do.” Every now and then, of course, you get a more pragmatic approach, like when Jack Benny said in an acceptance speech: “I don’t deserve this award. But I have arthritis and I don’t deserve that, either!”

When somebody wins an Olympic medal or writes a best-selling book or is elected to a high office, he or she has attained a definable goal for all to see, and deserves whatever praise is due. But when you’re engaged in community service and you are honoured for it, you cannot help but think about the people who have influenced you or who work with you, and all the unsung heroes you have met who have given lifetimes of service without recognition of any kind. So, discomfort seen year after year on occasions such as this is not false modesty, but more likely a reality check of one’s own limitations, and an uneasy feeling about being honoured for doing something that makes one feel so good while doing it!

In my own case, I am very aware of people and organizations who share this honour with me today, and I sincerely thank the Senate on their behalf as well as my own. They are legion, from my parents and wonderful “big sister” who set shining examples in their own remarkable achievements, through teachers (especially a music teacher who instilled in students the passion that is music), co-workers and treasured friends, to our sons and their life-partners, and grandchildren, all of whom inspire and instruct me daily.

The announcement from Memorial referred to my work in two “careers”. The one which enabled us to buy groceries every week was public relations, and I would be remiss if I did not pay tribute to my colleagues for more than half a century in the Canadian Public Relations Society who worked with dedication to create and maintain a dynamic profession with a strict code of ethics, a robust five-year accreditation process, and respected post-secondary education programs In Canada.

My other “career” has been involved with music, specifically the Gower Band Program, embodied in the enriching musical and collegial experience of the intergenerational Gower Community Band. I share this honour today with the people of Gower Street United Church who caught the vision 38 years (and more than 900 performances!) ago of establishing a non-denominational community band program which would provide music education and instruments, scholarship support, and opportunities for community service to anyone with a commitment to the love of music and the joy of service --- a truly remarkable gift to community by a church and its supporters and benefactors; and of course the more than 400 musicians who have participated in this program over the years and who continue to touch countless lives with music and community service at home and abroad.

And then, most importantly, there’s my wife Anthea, who has been my life-force for 55 years through both of my “careers”, and without whose hard work and tireless dedication so much of the foregoing would never have happened.

So I don‘t stand here alone. If all the people who have influenced me, given me opportunities, and worked with me could be here, there would be no room for anyone else in this hall. And I am not unique in this respect, because all graduates here today had many people walking across this stage with them in spirit, and I know they acknowledge the support, and often the sacrifice, of parents, family members, and friends in achieving their goals. Truly, “no one is an island, no one stands alone”; we are indeed all “part of the main”.

As an unabashedly proud parent myself, I can assure the Graduates that your parents share your joy and your pride on this special day. But they, like me, come from different generations. Many parents may be from the so-called “Generation X”; others may qualify for what is now known as “Zoomers”. The question is: What kind of world have we of previous generations given to these graduates here today? And the answer is intimidating. It has prompted me to suggest that we are not following “Generation X” with “Generation Y”, but rather with “GENERATION EXPONENTIAL”!

Last month a man died in the southern United States at the remarkable age of 114. He was thought to be the oldest man in the world at the time, having lived in three centuries. Just think for a moment what his life-span witnessed:

We went from “horseless carriages” to space vehicles that send us pictures and information about new planets in the universe beyond our own solar system; from bolt-action rifles and bayonets to nuclear weapons which can destroy life on earth as we know it; from the three little clicks for the Morse code letter “S” that Marconi heard on Signal Hill to Skype; and from silent movies to “tweets” from around the world on the wondrous machines that we now carry around in our pockets.... all in the span of one man’s life.

It was unprecedented. No other human life-time in the history of the world has ever experienced so much change, so much challenge, and so much stress as the past century or so. But the more startling reality is that the speed of all this change has been, and is, exponential. It has grown faster and faster each decade, and indeed each year, until now it is almost incomprehensible. It’s easy to forget that until 30 years ago, there were no personal computers; and five years ago many of us still thought that Blackberries were edible. The old discussion about how many angels can dance on the head of a pin has gone out the window (no pun intended!) because now they can put the contents of the U.S. Library of Congress on the head of a pin. All the wisdom of the world is available to any child who can access a computer. The whole process of education may soon become unrecognizable to those in my generation.

Science fiction has become reality. It is no longer considered futuristic to talk about the age of Artificial Intelligence and the Singularity, when machine intelligence merges with or exceeds human intelligence. Earlier this year, IBM’s “Watson” defeated two brilliant Jeopardy champions. That was truly history in the making!

The questions that arise, of course, are critical. Can we use our technology so as not to be abused by it? Can we master it so as not to be mastered by it? Can we lead so as not to be led?

This is the legacy we have given to you in your “Generation Exponential”.

Scary?

Sure.

Challenging?

Of course.

Exciting?

You bet!

For centuries, generations have talked about passing the torch from one to another with the usual proverb that the new breeds hold in their hands the keys to the future and the fate of the world. Now, however, it has a more urgent ring to it. Graduates, your generation can literally kill or cure the world; you have the tools to do either one, and the choice is yours. And in the case of most graduates here today, you are called not only to use the tools wisely, but to teach coming generations to do the same. It is an awesome but heroic undertaking.

We are already well into the Communications Revolution. It is changing the world order as we speak. Events in Egypt this year have shown dramatically what could be accomplished by people communicating electronically as an alternative to armed rebellion. Throughout history, tyranny has thrived on secrecy and ignorance and fear. But these curses are being eradicated by the little I-phones and other machines we hold in the palms of our hands, where the people of the world can talk as friends instead of fearing each other as enemies. They find that there is more to unite us than to divide us, if we can only respect each other`s way of life.

For those of us in the communications field, it is a dream come true. But dreams can also be nightmares, and progress has brought with it invasion of privacy, hackers, scams, spam, terrorism, slanderous blogs, and a variety of e-crimes unknown in previous history.

As we work and live in constant communication through social media, we diminish our physical human contact. We text a lot, but actually talk very little. We see on Skype, but don’t feel the touch of a hand. Business and professional life is filled with virtual meetings, webinars, and the like, and traditional gathering places such as churches and service clubs and youth organizations may be required to create virtual entities with interactive e-worship services and web-meetings and surrogate activities in order to carry out their missions. Volunteerism is in numerical decline, with fewer people doing more than their share. This new generation will be challenged to preserve the critical element of Community, not as an option, but as an imperative, if we are to maintain our humanity.

In this commitment to community, every individual has a responsibility. No one can move a mountain, but anyone can move a stone. And when enough people move enough stones together, the mountain will be moved. When we live in community, we experience the joy of fellowship and the peace of common purpose. When we engage in service, we share love with others and see the light of understanding. And when we combine the two -- Community Service – we become participants in the hope of the world.

In 2008, Lanier Phillips stood where I am standing now and captivated the Convocation with his eloquent tribute to the people of this Province. Dr. Phillips was the only African American among the 46 survivors of the tragic sinking of the USS Truxton off St. Lawrence during World War II. He had no idea where they had run ashore, and he had suffered so much abuse, hatred, and racism in his young life that he lay down to die on the beach thinking that he would probably be lynched because of the color of his skin. Instead, a kindly voice spoke and strong arms got him to his feet and then up over the cliffs of Chambers Cove. He found love from the good people of St. Lawrence. And even though the abuse and hatred continued in his naval service throughout the war and back home in the United States, he kept the St. Lawrence experience in his heart as a beacon of love and humanity and tolerance, and vowed that he would spend his life telling people all over the world that there is a place where respect and justice and love can heal the wounds of the soul.

Graduates, you are in that place, and you are of that place, whether you were born here or chose to come here. You are in Canada, a bastion of freedom, democracy, and human rights; where we are so modest that we feel a little embarrassed by saying that it`s the best place in the world to live… but it is! Where citizenship and social justice are treasured. Where we don`t make war, but we keep peace in the world, often at a dear price of brave young lives who win respect for Canada’s red maple leaf in every part of the world.

And within this great nation, you are in this province of Newfoundland and Labrador with its noble heritage, its generosity of spirit, its sense of community, its incredible wealth of talent and human resources vastly disproportionate to the size of its population, and its fierce dedication to fair play and justice. You are in this awesome place of courage and courtesy, survival and success, wit and wisdom through half a millennium of continuous settlement.

But you are also in and of this great university, a university which cares about community and shares with community, to which I can attest from the musical community’s symbiotic relationship with our remarkable School of Music for more than three decades. Today you have become alumni of Memorial, the latest generation of a proud tradition of academic excellence which has sent its graduates to teach others, to provide leadership, and to serve humanity around the world as well as here at home.

That`s why I know that you all have what it takes to tackle the challenges that will flow exponentially around you in the coming months and years. You have already achieved much, and you will achieve much more. You are from the best of stock, nationally, provincially, and academically, and it is both a profound honor and a humbling experience for me to be included in your ceremony today.

So by all means, celebrate today with family and friends. You deserve it.

And then, follow Memorial’s time-honored motto: “Launch forth into the deep”.

Use the knowledge and tools which are at your disposal, turn your challenges into opportunities, and save the world.

Because the world is truly yours, with all the blunders and blessings that you inherit.

Your world. Your choice. Your future.

Enjoy the voyage!

- srbp -

27 April 2010

Where the money goes – 15 years later

Just to put the Strategic Social Plan (1995) in a bit of context, you should realise that health care spending as a share of the provincial budget has increased dramatically in the past 15 years while other sectors have stayed the same or decreased.

The change is actually quite dramatic – 10 percentage points – from 265 in 1995 to reportedly 36.8% in 2010.  In dollars, spending on health care has tripled in the province since 1995 and the health share of the budget going from $933 million to $2.7 billion in a decade and a half.

This chart compares the 1995 figures from the Estimates with the recently tabled budget. It corresponds to a chart (Figure 2) from the 1995 Strategic Social Plan consultation paper. The light blue line represents the 1995 budget while the purple-blue line is the current budget estimate.

SSP Update chart The province’s business development and economic diversification efforts – ITT then and INTRD and Business today – take less of a share of the budget now.  That’s despite government claims that it has a plan to expand the economy and that the plan is in place.

Mind you, the amounts spent have increased.  For example, the cost of operating the departments has gone from about $50 million for the Industry, Trade and technology department to about $66 million spread over Business and Innovation, Trade and Rural Development today. 

The amount available for business investment is also up:  $18 million then compared to $29 million. Even then, though, the province’s business department -  the vehicle through which Danny Williams was once supposed to personally reinvigorate the provincial economy – actually doesn’t do very much with the cash in the budget.  Sure there are plenty of free gifts – like Rolls Royce – or the apparently endless supply of cash for inflatable shelters. 

But as the Telegram discovered two years ago, the provincial government spent nothing at all of the $30 million budgeted for business development in 2007. And earlier this year the Telegram confirmed that in the past three years, less than one third of the $90 budgeted for business attraction was ever spent.

Spending on education is down as a share of the overall budget, even though the amount spent is up from $763 million to $1.2 billion.

Interestingly, the most dramatic decline has been in what the budget estimates call Consolidated Fund Services.  Basically CFS covers all those expenditures that it takes to pay the interest on the public debt, maybe retire whatever tiny portion comes due each year, cover bank charges and  that sort of thing.

As a share of the budget, CFS has gone from 17% to 6.6%.  In dollars we are talking $403 million this year to service the public debt and another $87 million to cover employee retirement plans.  Fifteen years ago, the figures were $544 million and $60 million respectively.

Some bright bunny out there is likely hopping up and down thinking that the big improvement there is due to the actions of the current administration in paying off debt. 

Some bright bunny like innovation minister Shawn Skinner, speaking in the budget debate last week:

Our net debt, that big yolk around our necks that everybody talks about, that big millstone that drags everybody down which was about $12 billion - that is billion with a ‘b’ - when this government took office is now down by $3.9 billion to just under $8 billion. We have gone from a twelve-billion-dollar debt down to an eight-billion-dollar debt in six short years. Now, that is good economic policy I would suggest to you, Mr. Speaker. That is good fiscal policy and that is something that the people of this Province understand and appreciate. I do not have the figures right in front of me …

Well, not exactly.

The taxpayers of Newfoundland and Labrador actually have greater liabilities now than they did in 1995. 

What Skinner mentioned was net debt – liabilities less any assets – and that figure has actually gone back up in the past year.  Why?  Well because the provincial government had to dip into its cash reserves to avoid borrowing money from the banks to cover the $500 million they were short last year.  It’s also a couple of billion or so beyond what it was in the bad old days of the mid-1990s when the provincial government had no where near as much cash flowing in as it does today.

There’s no real point in going into the debt charade Skinner and his colleagues have been foisting the past few years. Regular readers of these scribbles are well-used to the argument.

What we really have to look at are the things that make the cost of carrying that debt lower today than in 1995. 

For one thing, interest rates are much lower than they were when some of that debt was incurred in the 1980s.  As old debt at high interest rates has matured, successive administrations simply rolled it over at much lower rates.  In that respect, the current crowd are doing exactly what the former crowd used to do. It’s a perfectly sensible thing to do when you don’t have the cash to pay debt off.

For another thing, the debt today is pretty much all in Canadian currency.  In the 1990s, chunks of the debt  - upwards of a third of it - were in American dollars and Japanese yen.  The weak Canadian dollar over the years meant that the taxpayers shelled out bundles in order to pay interest in higher valued currency.  Starting in the Wells administration, the provincial government started rolling over that foreign debt and borrowing Canadian.  That has saved the taxpayers hundreds of millions over the years.

For a third thing, the direct provincial debt  - the money the provincial government itself owes – has been dropping again from the high incurred during the Williams administration. Yes, that’s right for all the pitcher plants clogging the local media Internet sites thinking other. 

The direct public debt actually hit its peak of almost $7.0 billion under the current crew.  In fact,  the guy the pitcher plants and Fan Clubbers love to hate – Roger Grimes – left office in 2003 with the provincial government direct debt lower than the direct debt under Danny Williams today:  Grimes = $6.5915  billion versus Williams 2010 = $6.6468 billion. 

-srbp-

22 April 2010

Strategic Social Plan (1995) – Social Profile

This Province's unique advantage is the strength of character, resilience, ingenuity and enterprise of its people. In the past 50 years, the people of Newfoundland and Labrador have experienced a political, cultural, economic, and social revolution.

People who have not yet reached retirement age have lived through, and coped with, the events of World War II and the impact of the establishment and subsequent decline of American and Canadian military bases; the dawn of the nuclear age; the change of political status from a British dominion to a province of Canada; the surge toward industrial development, inflow of national and multinational companies, globalization of trade, decline of traditional resource industries and shift to new-economy enterprises; the disappearance of hundreds of small rural communities; the victory over tuberculosis, and the threat of AIDS; progress in achieving women's rights and equality of opportunity and the emergence of women as a force for social change, economic renewal, and expansion of the labour market; changes in traditional family structures; the establishment of social safety nets such as unemployment insurance, social security programs, and universal health care; chronic unemployment, the loss of career security and the increase in public awareness of, and concern for, the environment.

The pace of change has been challenging for North America generally, but it has been more dramatic in Newfoundland and Labrador because of the relatively sheltered existence and relaxed lifestyle which we enjoyed before the flood of highways, radio and television, fast-food and retail chains, and computers. Other people in cities and towns across Canada and the United States have not had to make such a quantum leap economically and culturally in the past half-century.  It is a long way indeed from pondering the literary delights of The Royal Readers to indulging in nightly armchair visits to the televised violence in the streets of downtown Detroit.

Economists and historians talk of the three great revolutions which have shaped civilization: the agrarian (natural resource), industrial, and information ages. Many Newfoundlanders and Labradorians have experienced all three eras in the condensed time frame of the past five decades.

We have not only withstood such immense culture shock, but we have profited by it. This Province's unique advantage is the strength of character, resilience, ingenuity and enterprise of its people which has endured and intensified through 500 years of colourful, often chaotic, and always challenge-filled history. We have a tradition of turning constraints into opportunities, adversity into achievement, and despair into hope. It is this legacy of self-reliant determination and creativity that has sustained Newfoundland and Labrador through recession, fiscal restraint and the loss of its basic resource industry, and is building an economy that will be stronger and more diversified in the global market-place. It is also the force which must be brought to bear upon the challenge of effectively addressing social changes and issues of the late 1990s, identifying future trends and planning appropriate long-term strategy and allocating available financial resources in a manner that supports the goals and objectives.

In this respect, the Province's social ing efforts are constrained by national fiscal  realities. Social reform in Canada today is characterized by reductions in Unemployment Insurance benefits, limita­tions on the Canada Assistance Plan, re-evaluation of health care, less federal assistance for education and training, and a move toward block funding for overall provincial social programs.  Untenable and unsustainable national and provincial debt loads and lower transfer payments combine to further restrict the ability of Newfoundland and Labrador to address pressing social issues. The comparative national and provincial fiscal resources are shown in Figure 3.

Figure 3

The message is clear:  we have to find ways and means to spend smarter; in other words to do more with less.  It is a daunting challenge.

In order to accomplish this task, we must first consider realistically where we are and where we are heading as a province.  We cannot address 21st century problems with 20th century (or in some cases 19th century) approaches, solutions, or attitudes.

Although sectoral issues and trends will be dealt with in greater detail in succeeding chapters of this Consultation Paper, certain elements of our Provincial social profile are highlighted in this section in order to put the planning exercise in perspective and to provide the basis for determining an overall social vision, appropriate guiding principles, and attainable goals and objectives.

-srbp-

Next:  Demographic Change and Challenge

21 April 2010

Strategic Social Plan (1995) - Introduction

In June 1992, the Government of Newfoundland and Labrador released Change and Challenge, the Province's Strategic Economic Plan. In the preparation of this document, involving an extensive public consultation process, it was stated repeatedly that economic planning was — in the words of Premier Wells — "only one half of the equation”. It was recognized that planning for the future development of the Province and the well-being of its people cannot be done on the basis of economic factors alone; it must embrace the social component as well.

This "other half of the equation" must reflect the needs of the people of Newfoundland and Labrador for more effective and equitable distribution of social services and benefits, improvement of educational levels, and progressive and innovative programs in health care and justice.

Figure1Social planning is not a "necessary evil” which must be accommodated within economic activity. It is the hallmark of a caring, democratic society. However, it cannot be conducted in isolation, oblivious to the economic realities which dictate the extent of the fiscal resources which are available to provide the social services that are needed.

Indeed the sheer weight of Provincial social spending demands that programs be carefully examined and prioritized, or the economy will be unable to sustain them. In the current Provincial budget of over $3.5 billion, 67.8 percent ($2,402172,000) will be spent in the social sector as compared to 5.6 percent ($198,474,000) in economic development (see Figure 1 and 2) The combined expenditure of the Departments of Industry, Trade and Technology, Natural Resources, Tourism, Culture and Recreation, Fisheries, Food and Agriculture, and Environment are less than 55 percent of the cost of the Department of Social Services alone, and little more than one-fifth the cost of health care in the Province.

Figure 2 These costs have been more than the Province's tax base can bear, and consequently the direct Provincial debt has increased almost every year since Confederation until it now totals more than $6 billion and costs more than $540 million a year to service. The problem of serving a small population in more than 700 communities scattered over a large land-mass becomes clear when compared to other geographic and demographic indicators.

For example, the Province of Newfoundland and Labrador is large enough to accommodate the entire United Kingdom — England, Scotland, Wales, and Northern Ireland — and still have enough room left over to take the provinces of New Brunswick, Nova Scotia, and Prince Edward Island. Yet, our population is less than the city of Winnipeg.

These 576,000 souls maintain 8,900 kilometres of roads, 67 heath care institutions including hospitals, nursing homes and service agencies, 476 schools, a university and 23 facilities for community colleges and vocational training, and all the trappings of modern North American society. It is a financial burden that can only be borne by a strong and vibrant economy, and demands that priority attention be given to the task of increasing Provincial

revenues through stimulating new and existing enterprises. Without private sector business growth, we cannot survive as a province. At the same time, social services and facilities must be operated as efficiently as possible without sacrificing essential programs for health, education, and public safety.

Obviously, economic and social planning are inextricably linked. But they must be linked in support of each other, not in conflict or competition. They must be partners, not adversaries, and a viable economy and effective social system both depend on a healthy and sustainable environment. The three together constitute our human ecosystem. The simple fact is that in the everyday living of Newfoundlanders and Labradorians, social and economic factors merge into one single, simple priority: Quality of Life. Whether wealthy or impoverished, people share the same needs for health, happiness, enlightenment, security, freedom, opportunity, and community.

No one living in this Province wishes to create wealth either individually or collectively by wreaking third-world conditions on our physical environment or standard of living. The collapse of our basic resource industry through the devastation of groundfish stocks through foreign over-fishing, errors in resource management, and local over-production has demonstrated with a vengeance that it profits us nothing to gain short-term prosperity if we destroy our long-term resources in the process.

At the same time, no one will dispute that we cannot maintain our quality of life without a stronger economic base. In other words, we cannot build a vibrant economy without a strong social structure; neither can we maintain vital social support programs nor preserve our culture and quality of life without strong economic growth.

Accordingly, on March 4, 1993 the Throne Speech in the House of Assembly committed Government to continue its planning process with the development of a Strategic Social Plan as the essential and equal partner to the successful and highly-acclaimed economic plan. A Strategic Social Planning Committee of senior officials was established immediately, and work began on the first phase of the process, i.e., the initial task of reviewing all Government social programs and policies, studying emerging social trends locally and globally, collecting and analyzing data, and preparing discussion papers for Cabinet consideration. The result of that activity is this Consultation Paper which is offered for public consideration, discussion, and commentary in the second phase of the process.

As in the case of the Strategic Economic Plan, the public consultation will be conducted independently of Government to provide opportunity for objective and effective participation by the widest possible representation of the general public. The input of the people who participate in this process will be incorporated into the third phase of the process: the development, release and implementation of the completed Provincial Strategic Social Plan.

-srbp-

Next:  Background – Social Profile

20 April 2010

Strategic Social Plan (1995) - Forward


Cover_0001 This Strategic Social Plan Consultation Paper initiates the final phase of an intensive Provincial planning process which began more than six years ago. When this Government took office in 1989, we made a commitment to the people of Newfoundland and Labrador to review all economic and social programs and mandates and to develop strategic plans to carry the Province through the turbulent changes of the 1990s into a stronger future in the 21st century.

In the fall of 1990, Government began the first phase of this planning process through a review of economy's strengths and weaknesses, examination of the activities and policies of economic departments and agencies, and the subsequent development of a public consultation paper to provide an opportunity for the people of the Province to have direct input into the vision, guiding principles, and actions that eventually became the Strategic Economic Plan (SEP).

When the SEP was released in June 1992, however, we stressed that it was only half of the planning cess. Economic issues cannot be examined or addressed in isolation from social issues and realities, and it was imperative to move on to the second phase of our strategic planning: the development of a Strategic Social Plan. A Social Planning Group (SPG) of senior officials was established, and on March 4, 1993, the Throne Speech in the House of Assembly reaffirmed Government's commitment to the development of a Strategic Social Plan as the essential and equal partner to the SEP.

During the past three years, the SPG faced many challenges in their task of researching global trends reviewing programs and policies. Unlike economic planning activity, strategic social planning models were virtually unknown, and the Group were for the most part breaking new ground. In addition, they were caught in a maelstrom of social change and reform at both the Provincial and Federal levels, and were obliged to constantly revise data and projections to keep pace with national social reforms and in funding.

Nevertheless, the work of the SPG progressed to the point where relatively stable data could be provided to Cabinet and a consultation paper could be developed. This document is not a final Strategic Social Plan but it is a clear statement of the direction in which Government intends to proceed in terms of providing essential services for the social well-being of our citizens in as effective and efficient as possible. We now invite comment and suggestions from the people of Newfoundland and through the extensive public consultation process which will precede the development of the Strategic Social Plan.

I encourage all citizens, and especially organizations concerned with various social issues, to examine this paper thoroughly and to give serious consideration to the social challenges that are outlined and to the strategies and actions that are proposed. I look forward to receiving the thoughtful views of people throughout the Province as we continue the process of planning our social order for generations to come.

[original signed by]

Clyde K. Wells

-srbp-

To come:  “Introduction and Background”

  • Introduction
  • Social profile
  • Demographic Change and Challenge
  • Living in a Different World
  • Realities
  • Principles
  • Vision

Explanatory Note:  The 159 page Strategic Social Plan [SSP] consultation paper is being presented in a series of instalments.  A companion to the 1992 Strategic Economic Plan, it lays out both a clear statement of where the province was in 1995,  the challenges to be faced in the future and policies to deal with those challenges successfully.

Approved by cabinet for release in December 1995, the 1,000 copies of the consultation document were ordered destroyed by the Tobin administration in 1996.  Only a handful of copies survived.

The planned consultation never took place.  Instead, and while something subsequently emerged which was labelled a Strategic Social Plan, the new Tobin administration went down an entirely different road from the one envisaged in the 1995 consultation paper.

Some specific initiatives from the 1995 document did make it into action.  Others did not. Unfortunately, the fundamental approach – the integrated concept – that underpinned the strategy went out the window with the change of administration in January 1996. 

It never returned.

The current state of the provincial government – unsustainable levels of public spending in an increasingly fragile economy – are a direct result. 

In a province facing an uncertain future, where political leaders are devoid of ideas, let alone sustainable or new ones, the 1995 Strategic Social Plan remains relevant.