Capitalizing on Untapped Potential
Post on 17-Jan-2016
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Capitalizing on Untapped Potential
An Effective Collaboration Strategy for the Great Lakes Region
Blue Eh? Consulting Ltd.
Agenda
• Introduction
• Strategic Context
• Viable Options
• Recommended Option
• Conclusion & Questions
What is the Great Lakes Region?
Two provinces: Ontario & Quebec
Eight States: Illinois, Indiana, Minnesota, Michigan, New York, Ohio, Pennsylvania, Wisconsin
Five Great Lakes
What is the Great Lakes Region?
Economic Powerhouse$4.6 trillion USD in economic outputCross-border trade in this region sustains 2 million jobs
Rich in Human Capital Population of 105 million20/100 of world’s top research universities
Diverse Ecosystem21% of world’s freshwater stores84% of North American
Strategic ContextThe presence of an international border creates a competitive disadvantage with respect to economic growth and environmental stewardship in the Great Lakes-St. Lawrence Region.
We propose a model of mature collaboration through the creation of a Great Lakes Partnership Council (GLPC) to strengthen prosperity and partnerships in the Great Lakes Region.
Untapped Potential
Gap in leadership, knowledge sharing and advocacy
400 separate regulations affecting cross-border trade and 5,000 annual changes
Lack of partnership facilitation and ongoing support in variety of economic sectors, including manufacturing
Ineffective cross-border advocacy and collaboration on blue economy,water stewardship and conservation
Weak and uncoordinated voice
Policy Need
Key Requirements
To improve region's social, economic, and environmental future by addressing collaboration gaps in leadership, advocacy, and knowledge sharing.
Develop and champion short-term initiatives/projects; develop a long-term vision.
AssumptionsThe region is ready for a model of government-led regional
collaboration.
Current and Potential ConstraintsNo binding authority for legislative decision-making Cross-border trade in this region sustains 2 million jobs
Function of GLPC
To foster a mature collaborative region, the GLPC will:
• Create and maintain inventory of regional work
• Turn bigger goals into smaller, more manageable goals
• Create opportunities for interactions among leaders
• Find resources/redistribute resources
• Report outcomes
Options
1.Maintain Status Quo
2. Implement a State/Provincial governance model
3.Private Sector Delivery
4.Hybrid Public-Private Model
Option Analysis
•
• Increased intergovernmental
cooperation
• Regional cooperation and coordinated lobbying of National governments
• State and Provincial government funding constraints
• Private Sector innovation and cooperation • Lack of government control/input
Option 2: State/Provincial Model
Option 3: Private Sector Delivery
Strengths Weaknesses
Option 4: Hybrid Public-Private ModelCombination of private and public advocacy and participation
In addition to government participation, includes a Private Sector Board of Directors, made up of 4 members from each state/provincial jurisdiction as selected
Council Seats: industry leaders, public leaders, NGOs,
Funding provided from a variety of sources; reduces risk of long-term funding issues
Cost: 1.5 million/year
Strengths Weaknesses • Increased cooperation between industry
and government• Focused, coordinated National level
lobbying by private and government actors
• Different goals of government
and private industry might cause friction
• Inter-governmental disagreement
Recommended OptionHybrid Model: Public/private
• Deciding Factors
1. Need for input from all stakeholders
E.g. Civic, public, private
2. Diversified funding portfolio
• Costs
Rough operating cost of $1.5m with projected growth in expenditures of about 5-10% per year
• Risks
Possible free-rider issue, need to ensure incentives for dues payment
Implementation
• Organization:
• Issues-based Working groups
• Steering Committee
• Accountability: Annual Report financial analysis, successes, lessons learned, improvement
• Membership: Cross-stakeholder council seats
• Public (multi-level - state/provincial, local, etc.); private (cross-industry); civic
• Management: Annual business plans; long-term strategic plan
• Evaluation: Neutral third party evaluation team
Evaluation
Organization:
• Issues-based Working groups
• Steering Committee
• Accountability: Annual Report financial analysis, successes, lessons learned, improvement
• Membership: Cross-stakeholder council seats
• Public (multi-level - state/provincial, local, etc.); private (cross-industry); civic
• Management: Annual business plans; long-term strategic plan
OutcomesEconomic
Employment / JobsNumber of jobs createdSuccess rate of businesses engaged in cross-border tradeProductionManufacturing outputRegional GDPSMEs
surveys of businesses regarding ongoing cross border issues
EnvironmentWater qualityAir qualityPublic health indicatorsaccess to primary carenutritional needs/food costs
Cost-Benefit Analysis
Cost/Benefit analysis
Costs:
Approximately $1.5m per year in operating costs, projected to increase by approximately
5-10% per year
Benefits:
Regional GDP is $4.6tn – an increase of even .1% results
in benefits of hundreds of millions of dollars
Communications
Three phase communications strategy
1. Identify and engage stakeholders
2. Implement external communications plan
3. Sustain communication
Multiple Stakeholders, Multiple Messages
Communications Evaluation
• Internal evaluation of public interest, stakeholder opposition
• Develop feedback mechanism to shape and improve future communication strategies
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