1. Capitalizing on Untapped Potential An Effective Collaboration Strategy for the Great Lakes Region Blue Eh? Consulting Ltd.

2. Agenda Introduction Strategic Context Viable Options Recommended Option Conclusion & Questions

3. What is the Great Lakes Region? Two provinces: Ontario & Quebec Eight States: Illinois, Indiana, Minnesota, Michigan, New York, Ohio, Pennsylvania, Wisconsin Five Great Lakes

4. What is the Great Lakes Region? Economic Powerhouse $4.6 trillion USD in economic output Cross-border trade in this region sustains 2 million jobs Rich in Human Capital Population of 105 million 20/100 of world’s top research universities Diverse Ecosystem 21% of world’s freshwater stores 84% of North American

5. Strategic Context The 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.

6. 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

7. 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. Assumptions The region is ready for a model of government-led regional collaboration. Current and Potential Constraints No binding authority for legislative decision-making Cross-border trade in this region sustains 2 million jobs

8. 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

9. Options 1. Maintain Status Quo 2. Implement a State/Provincial governance model 3. Private Sector Delivery 4. Hybrid Public-Private Model

10. 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 StrengthsWeaknesses

11. Option 4: Hybrid Public-Private Model Combination 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 StrengthsWeaknesses 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

12. Recommended Option Hybrid 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

13. 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

14. 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 Outcomes Economic Employment / Jobs Number of jobs created Success rate of businesses engaged in cross- border trade Production Manufacturing output Regional GDP SMEs surveys of businesses regarding ongoing cross border issues Environment Water quality Air quality Public health indicators access to primary care nutritional needs/food costs

15. Cost-Benefit Analysis

16. 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

17. Communications Three phase communications strategy 1. Identify and engage stakeholders 2. Implement external communications plan 3. Sustain communication

18. Multiple Stakeholders, Multiple Messages Engage Stakeholders Early Local "quiet conversations Open public hearings Regional representative roundtable discussion Internal assessment Implement External Communications Strategy Multiple stakeholders means multiple channels and messages Generate public and media interest Sustain Conversations Great Lakes Promotional Events Annual Public Hearings Maintain online presence

19. Communications Evaluation Internal evaluation of public interest, stakeholder opposition Develop feedback mechanism to shape and improve future communication strategies