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