The Atlantic provinces must find ways to collaborate on the world stage, whether it’s to attract new investments, workers, or international student

Here’s an encouraging sign for a nation whose future prosperity increasingly relies on brain over brawn: university enrolment continues to grow in Canada. An additional 40,000 students entered campus life in 2008/09, a year-over-year jump of 3.7%. Better yet, the number of university students has been growing since 2002.  

Yet demographic forces threaten to undermine our future pool of knowledge workers. It’s an all too familiar theme in Atlantic Canada: with fewer high school graduates, the local pipeline for university prospects dwindles. It’s nearly impossible for any one province, let alone government, to reverse this population trend in short order. 

But other factors are within our reach. To begin with, the provinces have done a good job of ensuring that local high school students actually graduate. Moreover, the number of these students pursuing post-secondary education continues to rise. But the reality is that our region has always been, and will likely remain, a net importer of students from the rest of Canada and internationally. 

I believe we must work more effectively to attract and retain larger numbers of students to Atlantic Canada. A recent initiative by Nova Scotia offers a particularly innovative approach. “Canada’s University Capital” positions the province and its 11 universities as an education destination of choice. Prospects click on a website to meet professors and learn more about each school. 

For me, the innovation—the breakthrough idea—is the cohesive experience for visitors of the campaign website. In many cases, these institutions compete for the same student, yet they figured out a collaborative approach in the hope that a rising tide lifts all boats. But we should also think beyond Canada. Indeed, as we have done commercially for more than a century, the greater opportunity lies in accessing world markets. In effect, we must create global campuses. 

We are already well-positioned. Currently 80,000 international students attend Canadian universities, comprising 7% of the undergraduate student population and 18% at the graduate level. About 10% of students in New Brunswick and Nova Scotia enrolled in university are from outside Canada, with some campuses actually double the provincial average. And along with P.E.I., these three provinces posted the strongest growth of international students, with 10% annual increases between 2000 and 2006, the most recent StatsCan data compiled. Indeed, Halifax’s two largest universities, Dalhousie and Saint Mary’s, host students from more than 100 nations. Eighty countries are represented on the Memorial University campus, and UPEI students come from 50 nations. 

These students deliver huge advantages to their respective provinces. International students currently contribute $6.5 billion annually to the Canadian economy; they help supplement the provinces’ post-secondary education costs. As graduates, many become valuable additions to local workforces and productive members of society. Research suggests that more than 30% of foreign or international students apply for permanent residence in Canada. Even if they go back to their home countries, the alumni networks provide potential economic ties in the future. 

We need to build on the momentum. Consider India. Right now, there are about 2,800 Indian students in Canada. Australia has 10 times our share, but the pipeline has barely been tapped. India is expected to have 30 million students seeking a post-secondary education in 10 years. The demand will overwhelm the local supply, and many middle-class students will look abroad for a quality education. There are similar opportunities in other countries such as China, South Korea, and Saudi Arabia, where a concerted effort among countries is underway to grow the student population. 

We must ensure that these and all other countries look our way. A group of Canadian university presidents will be visiting India this fall, as part of a mission led by the Association of Universities and Colleges of Canada. Their aim is to help build “mindshare” for Canada’s post-secondary school sector and, in doing so, strengthen academic relations between the two countries. 

Atlantic Canadian provinces must support and build on these international efforts. Given the size and scope of our sector, we have much to gain in defining the Canadian brand and enhancing ties to global markets. Moreover, in keeping with marketing talk, we have the opportunity to develop an exciting “sub-brand,” positioning Atlantic Canada’s network of 17 universities as an Ivy League north. Clearly, there’s compelling evidence that highlights our academic excellence; you won’t read any ranking in which schools in our region aren’t featured prominently (just one example is the Maclean’s annual university ranking).

Our offering can be distinguished even further. The cost of living, quality of life, and diverse community settings create unique student experiences that are second to none. The international composition of students, already evident throughout the university network, turns our campuses into global intersections where young minds share ideas and insights—a highly desirable experience for a new generation of global citizens. Our appeal is wide. We have something for everyone.

Of course, this regional initiative is easier said than done. The universities operate in an extremely competitive market, and the notion of greater co-operation among schools will be met with some resistance. Undoubtedly, a closer look at a pan-Atlantic Canadian approach will raise some tough questions. Still, we see examples where this works at the provincial level; Nova Scotia’s co-operative industry organization EduNova comes to mind. 

Moreover, we can’t allow perfection to be the enemy of the good. Our future prosperity requires us to grow our university enrolment. There’s every reason to believe we can attract students from Hong Kong to Hyderabad. In the future, our provinces must find ways to work in greater collaboration on the global stage. This is a theme I have addressed before and will address again. It’s the surefire way we’ll remain relevant in an increasingly competitive world, whether it’s to attract new investments, workers, or students. Our success begins by coming together. 

Frank McKenna is the deputy chair of TD Bank Financial Group.