Silver Economy Engagement Network - Saint Mary's …€¦ · Silver Economy Engagement Network ......

Creating Opportunities

“In the know of where to go!”

Authentic / Real / Genuine 1

SILVER ECONOMY

ENGAGEMENT

NETWORK JUNE AND JULY 2014 PLANNING SESSION SUMMARY




FOR ADDITIONAL INFORMATION, CONTACT:

Silver Economy Engagement Network

Division of Continuing Education

Saint Mary's University

923 Robie Street, Halifax, NS

B3H 3C3

Paul J. McGinn. BA, BBA

Project Manager

Phone: (902) 420-5492

Fax: (902) 420-5103

Email: [email protected]

The session facilitation and summary was completed by the Sobey School Business

Development Centre at Saint Mary’s University

Supporting business growth since 1989

mailto:[email protected]




Table of Contents

Introduction and Background ....................................................................................... 4

Purpose of SEEN .................................................................................................................... 7

Guiding Principles and Mission .................................................................................. 8

Audiences ...............................................................................................................................10

Goals and Objectives .........................................................................................................11

Links to the Goals of the “Now or Never” report ...............................................13

Services .....................................................................................................................................15

Partnerships ..........................................................................................................................17

Role of the Advisory Committee .................................................................................19

Challenges and opportunities of Rural Versus Urban Centres ...................20

Parking Lot Items ................................................................................................................21

Appendix A: 3 Critical areas for change – “Now or Never” Report .......23

Appendix B: Action List for Implementation ......................................................24




Introduction and Background

Nova Scotia is in the midst of a demographic shift with slow growth and an aging population. This

has resulted in residents moving away and retiring with not enough workers entering the workforce

to replace them. Left unchecked, this will have, and is having, a devastating impact on industry,

services and the general quality of life for many Nova Scotians.

In 2011, the Nova Scotia population was 921,7271 which was a 0.9 percent increase over 2006

(913,462).2 The median age in Nova Scotia is 43.7 years with approximately 16.6 percent over

the age of 65 and 21.2 percent under the age of 20. Although modest in the growth rate, Nova

Scotia experienced the least amount of population growth among all of the Canadian Provinces

within the same time period.3

“Employment in Nova Scotia is expected to grow by 8,500 over 2010 to 2015. The pace of growth

is expected to be slower than the average

observed over the last ten years. Labour force

growth will be negligible and would otherwise

be negative without continued gains in labour

force participation, particularly among

females and older workers.” 4 Despite this

expected growth rate, in the first five months

of 2014 there was a decline of 6,400 jobs in

Nova Scotia.

1 Statistics Canada: 2011 Nova Scotia Census profile: http://www12.statcan.gc.ca/census-recensement/2011/dp-pd/prof/details/Page.cfm?Lang=E&Geo1=PR&Code1=12&Geo2=PR&Code2=01&Data=Count&SearchText=Nova%20Scotia&SearchType=Be

gins&SearchPR=01&B1=All&GeoLevel=PR&GeoCode=12, accessed June 2014 2 Statistics Canada: 2006 Community profiles: Nova scotia: http://www12.statcan.gc.ca/census-recensement/2006/dp-pd/prof/92-591/details/page.cfm?Lang=E&Geo1=PR&Code1=12&Geo2=PR&Code2=01&Data=Count&SearchText=nova

scotia&SearchType=Begins&SearchPR=12&B1=All&Custom=, accessed June 2014 3 Statistics Canada: 2011 Nova Scotia Census profile: http://www12.statcan.gc.ca/census-recensement/2011/dp-pd/prof/details/Page.cfm?Lang=E&Geo1=PR&Code1=12&Geo2=PR&Code2=01&Data=Count&SearchText=Nova%20Scotia&SearchType=Be

gins&SearchPR=01&B1=All&GeoLevel=PR&GeoCode=12, accessed June 2014 4 Nova Scotia Department of Labour and Advanced Education, Labour Market Development Agreement (LMDA), Labour Market Agreement (LMA), 2011 – 2012 Annual Plan Nova Scotia, 2011/2012 Annual Plan for Labour Market Development Agreement & Labour Market Agreement,

pages 5-7

http://www12.statcan.gc.ca/census-recensement/2011/dp-pd/prof/details/Page.cfm?Lang=E&Geo1=PR&Code1=12&Geo2=PR&Code2=01&Data=Count&SearchText=Nova%20Scotia&SearchType=Begins&SearchPR=01&B1=All&GeoLevel=PR&GeoCode=12









This has been the result of a number of large employers closing operations. In addition, the labour

force decreased by 8,700 in the same timeframe. With the supply declining faster than the labour

force demand, the unemployment rate, although different in the five regions, decreased by 0.3

percentage points to 8.9 percent, compared to the Canadian rate of seven percent in April 2014. In

addition, the Nova Scotia labour force participation rate decreased 1.1 percentage points to 63

percent.5

There are many diverse populations who have been historically under-represented in the work

force and are contributing to the 37 percent non-participation rate. Such underrepresented groups

can include First Nation and Aboriginal residents, African Nova Scotians and those whom are

moving from one career path to another, either by choice or required need. Engaging these diverse

populations by providing employment opportunities through different avenues and initiatives is

one solution to slowing the demographic slide and labour shortage in Nova Scotia.

In order to get in front of this demographic and labour force challenge, a number of organizations

and initiatives have been explored. This has recently been highlighted in the release of the One

Nova Scotia Report: Now or Never, an Urgent Call to Action for Nova Scotians. Although most

elements have been discussed in the past few years, the 19 goals outlined in the “Now or Never”

report have brought a higher profile to the challenge which Nova Scotia is facing and many

partners, communities, organizations and individuals have been exploring areas in which to

contribute to a solution.

The Silver Economy Engagement Network (SEEN), developed by the Division of Continuing

Education at Saint Mary’s University aims to work with individuals who would like to explore

opportunities in their retirement years. Whether individuals are looking to fully retire, move from

one career to another after retirement, explore cultural or volunteer activities, or open their own

business, SEEN wants to provide a link to those whom require guidance and assistance.

5 Details and graph: Nova Scotia Finance and Treasury Board, Labour Force Survey, Last updated June 19, 2014: Latest Observations: (seasonally-adjusted, month-over-month and year-over-year), http://www.novascotia.ca/finance/statistics/analysis/default.asp?id=23a, accessed

June 2014

http://www.novascotia.ca/finance/statistics/analysis/default.asp?id=23a




It is through networks such as SEEN, that those whom may have once been under represented in

the labour force and labour market after retirement, can leverage their skills, knowledge and ability

well beyond what would have been traditionally known as retirement.

For the past year, the Division of Continuing Education at Saint Mary’s University has been

exploring areas in which the SEEN network can support its audience members, how best to provide

this support and how this support can contribute to the success of the province and assist in the

achievement of a number of goals within the “Now or Never” report. As part of the planning

activities and exploration, the Division of Continuing Education engaged a number of stakeholders

in preliminary planning on June 11 and 13 at Saint Mary’s University with subsequent planning

sessions to continue the work started in June at the Thinkers Lodge in Pugwash Nova Scotia on

July 22 through the 24th, 2014.

The purpose of the planning sessions was to develop a number of strategic goals for SEEN and the

Silver Economy Project. The sessions also focused on:

The identification of the purpose of SEEN and its audience members

Gaining insight on the opportunities and challenges faced by Nova Scotian’ s over 656 and

those whom are exploring the option of retiring

The identification of what may be wanted and needed by this audience

The identification of synergy between the 19 goals as outlined in the “Now of Never” report

The identification of gaps and strategic areas of action and focus which can both address

identified challenges and opportunities and support the achievement of some of the

identified goals acknowledged in the “Now or Never” report

The following report is a summary of results as identified and created by the members of SEEN

and various stakeholders within the planning sessions held in June and July.7 Details within this

summary report will be further developed by SEEN in order to create a program which SEEN can

provide to a number of audiences, stakeholders and members.

6 Although highlighted as 65 and over, SEEN was looking to target those aged 50+ 7 The original June summary can be available, upon request, as this summary has incorporated the details provided in the July planning session.




Purpose of SEEN

Creating the purpose, coupled with a common message for SEEN is an important step in moving

toward unifying the programming, messaging and efforts in promoting and providing services.

Session participants were asked to communicate what they felt and thought SEEN is and what it

should be. Participants want SEEN to focus on the Silver Economy and to be a service that provides

programming, promotes life-long learning and is an avenue for people to network, develop

partnerships and to create individual opportunities. The participants also identified the following:

Create a program that will work with people, “recycle ‘qualified’ personnel” and increase

employment for those that want to continue to work and those that are required to continue to

work

Create a mechanism to allow people to know what they need to do – especially if moving from

one career to the next

Work with people and provide assistance in making connections, provide direction and

provide information to increase knowledge and awareness

Move beyond volunteer opportunities and look at other interests such as learning and

development, culturally enriching activities and identification of what people may want to do

or even need to do, based on various situations

Although there are many aspects which could serve as the purpose, it was essential to understand that

SEEN would be unable to complete every facet of what people may want. Therefore, SEEN is able

to:

The purpose outlines that SEEN can provide some required elements directly or it can provide the

tools to direct people to the most appropriate partner to gain what is required. As a result, participants

developed a draft purpose statement that would provide a starting point.



= SUCCESS NAVIGATEDIRECTGUIDE




Guiding Principles and Mission

In order to help build the SEEN foundation and guide all activities, programs and opportunities,

SEEN will be guided by the following three principles:

The purpose of the principles is to ensure that all activities complement the purpose of SEEN and

direct all activities moving forward. It is through following these principles and allowing the

principles to guide the development of the programs and services that SEEN will be successful.

Coupled with the guiding principles, the mission will ensure that all activities are in-line with what

SEEN aims to achieve.

AUTHENTIC REAL GENUINE




Mission8

The Silver Economy Engagement Network will empower

members to make a meaningful contribution to society.

This mission will be fulfilled by providing a network of

shared educational, economic and cultural linkages and

opportunities for Nova Scotians’ who are retired or are

contemplating retirement.

8 The Planning Committee developed the mission on July 23, 2014 at the Thinkers Lodge in Pugwash Nova Scotia




Audiences

An important element in planning and implementing activities in addition to setting goals and

objectives for SEEN and the Silver Economy Program is to identify the audience(s) of which the

program is to focus.

At this point, SEEN was aiming to focus on those aged 50+ as this age group is either retiring or

is contemplating retirement. However, this could possibly eliminate a portion of the population.

Therefore, the audience was divided into those that are exploring the option of retirement and those

who may already have retired. It was also discussed that due to economic, financial, life and other

extenuating circumstances, those who retire may be required to continue working. Therefore,

within each of the two audience groups, there will be:

Those that are required to continue to work

Those that have the ability to choose what they want to do, even if it is continuing to work

These audiences, as identified by session participants, will contribute to the goals, objectives and

activities of the program implementation focus and work plan. Each audience may require

different services and support, and depending on the individual situation, those services and

support may differ again.

EX

PL

OR

ING Those moving from the

first career into "retirement" and looking for the next option

AL

RE

AD

Y

RE

TIR

ED Those that have already

"retired" and are exploring the next option

This audience may have also "retired" multiple times




Goals and Objectives

During the planning sessions, two goals and two objectives9 were set which will assist in achieving

the purpose of the Silver Economy Program. Although the goals were solidified and a few

objectives were developed, it will be essential to further develop the objectives to ensure that the

elements highlighted in the strategic implementation work plan would be achievable, not only in

the short-term but in the long-term. It will also assist in ensuring that Silver Economy Program

will continue to grow and it will help allow the program to drive and take the lead in this space

and contribute to the goals of the “Now or Never” report and to the success of Nova Scotia, as a

whole.

9 Initially set as 4 goals in the June planning session, two of the original goals were moved to objectives in the July planning session as these were

more action based and would assist in achieving the high-level goals

GOAL 1: SEEN WILL BE VIEWED AS THE "GO-TO" ORGANIZATION FOR NEW

OPPORTUNITIES

• OBJECTIVE 1: IDENTIFICATION OF SPECIFIC NEEDS AND REQUIREMENTS

• Conduct research to identify what needs to be completed and what is already out there

• Identify gaps and gap analysis

• Identifiy how gaps can be closed / actions developed

• OBJECTIVE 2: ESTABLISH A VIBRANT NETWORK

• Develop a pool of skilled individuals

• Develop partnerships

• Develop marketing and communcation materials to be used with various stakeholders

• MORE OBJECTIVES TO BE COMPLETED

GOAL 2: FOCUS ON OPPORTUNITY DEVELOPMENT THROUGH DISCOVERY AND

LIFELONG LEARNING

• OBJECTIVE 1: PROGRAM DEVELOPMENT

• Develop and implement a navigation system

• Develop a mentorship program

• Develop mentorship training

• Development of relevant programs (Continuing Education)

• Leverage partners for programming (Internal and External)

• MORE OBJECTIVES TO BE COMPLETED




As the objectives, and associated activities, are developed further, actions, action owners, timelines

and measurements for success will be identified. This will ensure that the implementation will be

successful and it will provide SEEN with a roadmap for the completion of the program. In the

July session, an action list was created to assist with the implementation of activities of

SEEN. This list also provides additional details for activities discussed in the July Session, and

can be leveraged and utilized, as required for the implementation of the program.

NOTE:

In partnership with the Nova Scotia Government and General Employees Union (NSGEU),

SEEN has received funding10 for the pilot of the SEEN project in three rural areas in Nova

Scotia. It was discussed that the implementation activities and timelines be completed in all three

rural areas and in Halifax simultaneously. The reason for this is to ensure the following:

Consistency in programming in all areas

All areas are able to be compared to identify success, challenges etc for moving forward

beyond the pilot. If programs differ, this comparison will not be able to be completed

One program, regardless of location, will be easier for Continuing Education to maintain,

administer and promote. This will also ensure that the SEEN Brand will be consistent and

expectations will remain the same for all audience members regardless of location

If members are chosen as the ideal model for generating revenue, it will ensure that SEEN

provides the same services in all areas

10 New Horizons Program for Seniors, through Service Canada




Links to the Goals of the “Now or

Never” report

As presented in the “Now or Never Report”, 19 goals have been identified for immediate action

within the province of Nova Scotia. As a result, a number of groups have been coming together to

identify how these goals can be achieved and what impacts various plans and programs can have

on the goals. Based on the goals of SEEN and the immediate and measurable impact which SEEN

could have, linkages could be made to the following “Now or Never” goals:

Goal 1: Interprovincial migration

Goal 3: Retention of international students

Goal 4: Business start-upsGoal 7: Labour force participation rate in Nova Scotia

Goal 8: Employment rate increase in First Nation and African Nova Scotians

Goal 9: Youth employment

Goal 10: Post-secondary education and training




Although not highlighted, the additional report goals could also be influenced through the existing

skills which those audience members may be able to provide or through businesses which could

be started by the membership. These goals would be influenced in a longer-term perspective which

is the reason that these additional goals were not highlighted. SEEN and the Silver Economy

project would be able to contribute to all of the 19 goals in various ways. However, the eight

highlighted goals are those in which SEEN could have immediate impact.

Although highlighted separately, and presented in a linear fashion, the goals and principles which

SEEN has developed are linked in a way that each goal will fulfill multiple goals as set in the

“Now or Never” report. This will allow SEEN to contribute at varying levels of readiness, and

enable SEEN to succeed in ways which are deemed to be successful for the program. As all goals

are aligned with the goals of the “Now or Never” report and will fulfill multiple goals at one time,

gaps will be closed, allowing for greater success and the continued strengthening of the program

and of Nova Scotia.

Goal 1: SEEN will be viewed as the "go-to" organization for new opportunities

Goal 2: Focus on opportunity development through discovery and lifelong learning

Goal 1: Interprovincial migration

Goal 3: Retention of international students

Goal 4: Business start-ups

Goal 7: Labour force participation rate in Nova Scotia

Goal 8: Employment rate increase in First Nation and African Nova Scotians

Goal 9: Youth employment

Goal 10: Post-Secondary education and training

LINK TO THE 8 “NOW OR NEVER” GOALS




Services

The services which SEEN will be able to provide will be multifaceted and will be able to meet the

needs of the clients in the target audiences. Elements will focus on both the “need” and “want”

aspect to ensure that the services and programs provided will offer value and will contribute not

only to the goals of SEEN but to the goals for the province, as laid out in the “Now or Never”

report.

THEREFORE SERVICES WILL BE FOCUSED IN TWO AREAS:

PROFESSIONAL

Professional development

Employment

New business development

Partnership creation

Network development

Mentorship

PERSONAL

All elements which apply under professional

Volunteer

Creative, culture and theatre

Finance

Health and well-being

Staying connected




Services will be funneled through four separate streams. Where applicable, some of the services

will be completed directly by the Division of Continuing Education at Saint Mary’s University

and other aspects would be completed by various internal Saint Mary’s University departments or

external partners.

The overarching element which will bring SEEN together is a Network which SEEN will be able

to develop and provide. This Network can be one which bring people, such as members, together

for various reasons which can include, but is not limited to:

Educational opportunities

Personal and business opportunities (Example: for new business development or

employment potential)

Networking, general connection and togetherness

Cultural activities

MENTORSHIP

Connection

Partnership development

Training programs for

mentors

Add more, as required

TRAINING / PROFESSIONAL

DEVELOPMENT

Contuniting Education provision

Internal partners (Saint Mary's

provision)

External partners


NAVIGATION

Areas which Continuing

Education does not focus on

Internal and external partners

Will need to have a person

focused on this area


ASSESSMENT

COUNSELLING

Provide a conduit to guide clients to where they need to go to get

the information

Partner


NETWORK




Partnerships

Although it would be beneficial if SEEN would be able to provide all services, this would not be

the most advantageous option both from a mandate, financial and practical sense. As there are a

number of organizations and partners which could be leveraged, this will allow SEEN to be able

to provide clients with a holistic solution and support structure. As one aspect which SEEN will

be able to provide is a navigation service, SEEN representatives will be able to direct clients to the

most appropriate partner, either internal or external, in order to receive the desired services.

Therefore, programming which Continuing Education will be able to provide and develop

[example; mentorship] could remain within the internal SEEN prevue; however, it may be more

advantageous to direct clients elsewhere for additional items. Partners could also be leveraged for

various reasons which can include, but are not limited to:

Promoting SEEN

Providing education and professional development programs which are not provided by

SEEN and Division of Continuing Education, such as health, wellness and culture

Potential financial or in-kind support

Skills, knowledge and expertise

Network and mentorship

Although this is not an exhaustive list, the following are examples of partnerships which can be

developed.

Government departments – Municipal, Federal and Provincial such as the Department of

Seniors

Corporations/Private Industry/ Industry Organizations/NGO/Non-Profit

o Private Industry – (Example: Sell support and educational services to insurance

companies, real estate, health, Sobeys, Pharmaceuticals)

Seniors College of Nova Scotia (SCANS)




PLA Centre (Prior Learning Assessment Centre) Assessments for training, personal

aspects, looks beyond formal training and skills

New Central Halifax Library

Other Saint Mary’s University and Sobey School of Business departments

Other educational institutions, including post-secondary

oneNS Coalition

Nova Scotia Government and General Employees Union (NSGEU)

Other community partners, both urban and rural

It was also discussed that it will be exceptionally important that there be a person responsible for

partnership development as ensuring that all are working effectively together. This will be

important in the success of SEEN. It will also be important that all marketing and promotional

materials be updated to ensure that any additions and changes are reflected immediately and that

there will not be a delay or a lack of services provided and available for clients and partners.




Role of the Advisory Committee

To assist in the implementation of the activities and actions associated with SEEN, the Advisory

Committee will be a valuable resource in which to leverage. Although discussed in previous

meetings, it was also identified that the Advisory Committee should be one which is more formal

and allows for more involvement in the implementation of SEEN and to be leveraged as a resource

for Continuing Education. Therefore, it was discussed that the Advisory Committee be structured

with:

Formalized roles such as a Chair, Co-Chair, Secretary (It was felt that the chair should be a

volunteer and not staff of Continuing Education)

Terms of Reference

Meeting Minutes

Be leveraged and used for decision making

THE FOLLOWING IS THE PROPOSED FORMAL STRUCTURE:

THE DIVISION OF CONTINUING

EDUCATION AT SAINT MARY'S UNIVERSITY

SEENADVISORY

COMMITTEE

VARIOUS

COMMUNITY

GROUPS

SEEN would be a department /

program under the Division of

Continuing Education and would be

responsible for the development,

implementation and management of

all SEEN programming and

promotion

The Advisory Committee would

provide support, advice, expertise

and decision making aspects to the

SEEN Team

SEEN would leverage various

community groups and leaders in

order to assist in promoting SEEN

in their communities. SEEN would

work with these groups to provide

information as well as gather

feedback on areas which may be of

interest in their communities for

programming and support. This

group would not be responsible for

SEEN as this would lie with the

SEEN team




Challenges and Opportunities of

Rural Versus Urban Centres

In the development and implementation of SEEN in both the rural and urban centres, it is important

that all challenges and opportunities be identified and addressed, where applicable. Although

additional discovery of these opportunities and challenges will be completed throughout the pilot

project, the following were identified in the July planning session.

Rural CHALLENGES OPPORTUNITIES

Transportation

Isolation

Lack of resources, monitory, and support

systems to be accessed

People may not want others to know their

business (Example: gossip)

Closed Minded / Set in their ways

Very much based on “who you know”

Having urban venture into rural may not be

viewed positively (urban resentment)

Young people leaving for urban centres and out

west

Leverage Come from Away (CFA) and Come

Back from away (CBFA) residents as they may

be more willing to become involved

Strong sense of community

Community network (“Who you know”)

Friendliness

The desire that residents have to want the

community to be successful

The variety of skills, knowledge, experience

and education which residents possess

Urban CHALLENGES OPPORTUNITIES

Communication

Too much communication and messages can

get lost

Communication is completed in silos

Duplication of programming, services and

communication – what are you different?

Too many choices for people

Unable to determine the best fit

People feel overwhelmed

Limited financial resources to participate in

[all, if any] activities

Being able to identify all the appropriate

partners as there may be too many

Infrastructure availability and options

Population

Variety of partners, resources and support

Accessibility




Parking Lot Items

During the planning session, a number of elements were discussed that focused on items that may

or may not be within the control or within the mandate of SEEN and the Division of Continuing

Education. In addition, a number of items were also discussed which resulted in actions which can

be taken as part of achieving a number of the goals which were developed. Therefore, a number

of items were added to a parking lot. The following is a summary of items added, summarized by

category.

ACTION ITEMS FOR NEXT STEPS

The following items can be incorporated within the goals in order to assist in the achievement of

the goals. Some items can be achieved directly though SEEN and the Division of Continuing

Education or could be completed by a partner organization.

Look at new programming and services which focus on creative theatre, culture offerings

etc. These opportunities could also lead to new business and employment development. An

example of a successful business in this sector is the Trinity Pageant in Newfoundland

Research other jurisdictions which have implemented similar types of programs and

identify what can be learned from others.

Identify what research is out there (Challenge as professors only research what would be

published – perhaps engage retired professors to do this work)

Work with post-secondary institutions to be in line with the businesses and economy

Ensure that the appropriate expectations are set when implementing SEEN to ensure that

promises are not made that cannot be kept.

Look for all teaching moments – communicate, educate and set appropriate expectations

Leverage the SEEN network to provide skills, research and be mentors etc.




ADDITIONAL ITEMS

The following items, although relevant, may be outside of the mandate of SEEN and the Division

of Continuing Education. Through the work which SEEN is able to complete, these items may be

positively influenced; however, will not be a focus of the program:

There needs to be a change in the mindset of people in Nova Scotia. There needs to be a

shift to have people appreciate that the 65+ demographic can still contribute in many ways

to society.11

How can we, as a society, look globally versus locally?

How do we change the public mindset to view Nova Scotia from an economic perspective?

11 Although SEEN was aiming to focus on those aged 50+ as this age group is either retiring or is contemplating retirement, one session

participant specifically mentioned the 65+ demographic. Therefore, this comment remained as such for the summary report.




Appendix A: 3 Critical areas for

change – “Now or Never” Report

Three critical areas for change were identified in the “Now or Never” report. As part of the

planning session, the session participants shared what each of the critical areas meant to SEEN

and the province. These elements have been incorporated into the sessions and summary, where

applicable.

“NOW OR NEVER” - 3 CRITICAL AREAS FOR

CHANGE

1. Focus on economic growth

2. Focus on higher rates of population

3. Improve productivity in trade, innovation

and value added productivity

WHAT EACH MEANS IN THE

EYES OF SEEN

Jobs for everyone

Increase in the Gross

Domestic Product (GDP)

Involved in all industries

and organizations

Ensure that SEEN is

involved in all

sectors/industries etc

which are represented by

SEEN members

Diversification of

businesses and services

Interprovincial and

international

Increasing the participation

rate in the silver economy Do more with less

Being productive and

providing value

Need to look beyond the

bottom line and look at the

quality of life

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