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Capitalizing on Untapped Potential
An Effective Collaboration Strategy for the Great Lakes Region
Blue Eh? Consulting Ltd.
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Agenda
• Introduction
• Strategic Context
• Viable Options
• Recommended Option
• Conclusion & Questions
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What is the Great Lakes Region?
Two provinces: Ontario & Quebec
Eight States: Illinois, Indiana, Minnesota, Michigan, New York, Ohio, Pennsylvania, Wisconsin
Five Great Lakes
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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
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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.
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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
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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
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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
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Options
1.Maintain Status Quo
2. Implement a State/Provincial governance model
3.Private Sector Delivery
4.Hybrid Public-Private Model
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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
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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
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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
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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
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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
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Cost-Benefit Analysis
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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
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Communications
Three phase communications strategy
1. Identify and engage stakeholders
2. Implement external communications plan
3. Sustain communication
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Multiple Stakeholders, Multiple Messages
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Communications Evaluation
• Internal evaluation of public interest, stakeholder opposition
• Develop feedback mechanism to shape and improve future communication strategies