Commission of Ontario OFFICE OF STRATEGIC ENGAGEMENT AGCO: OFFICE - PowerPoint PPT Presentation

Alcohol and Gaming Commission of Ontario OFFICE OF STRATEGIC ENGAGEMENT

AGCO: OFFICE OF STRATEGIC ENGAGEMENT The Alcohol and Gaming Commission of Ontario ▪ Established in 1998, the AGCO is an Ontario provincial regulatory agency reporting to the Ministry of the Attorney General (MAG). ▪ The AGCO’s mandate is to regulate the alcohol, gaming and horse racing sectors in accordance with the principles of honesty and integrity, and in the public interest. Regulatory Responsibilities: Sale and service of beverage alcohol; ▪ Horse racing activities ▪ Lotteries operated by the Ontario Lottery and ▪ Gaming Corporation (OLG). OLG gaming, including casinos, slot machine ▪ facilities, internet gaming (iGaming) and charitable gaming centres (cGaming) 2

AGCO: OFFICE OF STRATEGIC ENGAGEMENT AGCO Client Base In addition, the AGCO oversees the administration of approximately 65,000 Special Occasion Permits (SOPs) issued annually, such as weddings, private receptions, charity fundraisers, festivals and industry promotional events. 3

AGCO Strategic Goals and Planning Themes AGCO Vision : A leader in the alcohol, gaming and horse racing sectors through effective regulation and services that are fair, responsive and in the broader public interest. AGCO Mandate : To regulate the alcohol, gaming and horse racing sectors in accordance with the principles of honesty and integrity, and in the public interest. Strategic Goals Modern Regulator Value for Money Strategic Engagement Quality Service Experience Rewarding Workplace Modern, Nimble, and Employer of Choice Recognized World Leader in the Modern, Open, Integrated Regulation of Liquor, Gaming and Meaningful Streamlined Service Delivery Organization Horseracing Engagement A Diverse and Inclusive Workplace Culture of and Workforce Accountability Planning Themes Proactive and Responsive Strategy Driven Organization Service Culture Leadership, Strengthened Management and Partnerships and Professional Skills Financially Sustainable Alliances are Developed Risk and Compliance- Service Experience is Outcomes- Focused Effective Increased Benchmarked and Measured Based Performance Workforce Mobility Measurement and Flexibility Modern Engagement Tools Culture of Continuous and Channels Evidence-Based Decision Making Effective Change Robust IT Infrastructure Improvement and Innovation Management

AGCO: OFFICE OF STRATEGIC ENGAGEMENT AGCO Playbook for Stakeholder Engagement

AGCO: OFFICE OF STRATEGIC ENGAGEMENT Set Objectives What do you want to achieve • Do you want to inform and • build awareness? Do you want to understand • stakeholders and seek input? Do you want to involve • stakeholders in decision- making? What level of “power” are you • prepared to share ? 6

AGCO: OFFICE OF STRATEGIC ENGAGEMENT Determine Level of Engagement Government of Ontario’s 2016 Engagement Approach Framework Share Consult Deliberate Collaborate Government needs to tell Government needs to Government needs help Government needs help stakeholders about an gather feedback from the from stakeholders to frame from stakeholders to find initiative. public about a problem. or solve a problem. and implement a solution. Result: Stakeholders Result: Stakeholders have Result: Stakeholders help Result: Stakeholders work receive information about an opportunity to weight-in identify the issue and/or with the Government to a Government program or and provide their input. develop a strategy that the define an issue, develop decision in an accessible Stakeholders advocate for Government commits to and deliver solutions. way. Communication is their views on a subject. deliver. Stakeholders take Stakeholders share one-way from the part in varying degrees to decision-making and Government to find common ground and implementation of stakeholders. collectively arrive at an solutions. agreement. Using your objectives, determine the level of engagement you are comfortable with. Understand the commitment to sharing power and two-way communication that you are signing up for. 7

AGCO: OFFICE OF STRATEGIC ENGAGEMENT Identify Stakeholders ▪ Identify all potential stakeholders and what their level of influence KEEP HAPPY KEY INFLUENCERS and interest might be in your project INFLUENCE LEVEL OF ▪ Map stakeholders according to their influence and interest to help prioritize the level of engagement LOW EFFORT KEEP INFORMED required for each stakeholder group LEVEL OF INTEREST 8

AGCO: OFFICE OF STRATEGIC ENGAGEMENT Develop Engagement Plan ▪ Develop key messages and construct an engagement narrative that reflect the objectives and project Identify engagement activities and ▪ connect them to the broader project timeline 1: The Engagement Imperative: Why are we engaging? Identify tactics to increase success of ▪ 2 : The Content or “Policy Space”: engagement activities What are we engaging about? Consider how you will capture ▪ stakeholders attention (and keep it) 3: Mapping Our Stakeholders: Consider HOW you engage (on ▪ Who are we engaging with? your terms or theirs) 4: Proposed Engagement Process: How are we going to engage? 9

AGCO: OFFICE OF STRATEGIC ENGAGEMENT Implement Engagement Plan ▪ Communicate (don’t sell) ▪ Be inclusive ▪ Engage early and throughout your project timeline ▪ Clear, honest and transparent two way communication ▪ Responsive 10

AGCO: OFFICE OF STRATEGIC ENGAGEMENT Evaluate ▪ Collect feedback ▪ Understand your commitment to respond and acknowledge feedback ▪ Ask specific questions ▪ Remain open to unsolicited feedback ▪ Adjust and correct elements of engagement plan as you go ▪ Communicate back to stakeholders regularly 11

AGCO: OFFICE OF STRATEGIC ENGAGEMENT From Theory to Practice

AGCO: OFFICE OF STRATEGIC ENGAGEMENT Notable AGCO Engagement Initiatives Webinars 13

AGCO: OFFICE OF STRATEGIC ENGAGEMENT Case Studies 1. August 2013, Regulatory Modernization in Ontario’s Beverage Alcohol Industry project: Modernize Ontario’s approach to regulating licensed bars, • restaurants, liquor/beer manufacturers by reducing administrative burden within AGCO’s span of control 2. June 2016, The Moving Ahead: Horse Racing Regulation in Ontario project: Modernize Ontario’s approach to regulating the horse racing • industry regulation by reducing the administrative burden & reviewing the rules for horse racing 14

AGCO: OFFICE OF STRATEGIC ENGAGEMENT Engagement Process PHASE 2 – Issue specific PHASE 3 – final outcomes PHASE 1 – Initial & informing 4-6 months 2-4 months 4- 6- 8 months Issue-Specific Working Group #1 Stake- Phase 1 Issue-Specific Working Group #2 holder Findings Round- Consultation Issue-Specific Working Group #3 Report table Paper Quick (Public) Sessions Wins Quick Quick Wins Wins REGULAR AND ONGOING INTERNAL/EXTERNAL COMMUNICATIONS INTERNAL POLICY AND OPERATIONAL PLANNING The number and mandate of “issue - specific working groups” are determined at the conclusion of Phase 1, based principally on stakeholder input and “reform readiness”. 15

AGCO: OFFICE OF STRATEGIC ENGAGEMENT Mapping Our Stakeholders ▪ AGCO engagement approach Licensees assesses relative levels of Manufacturers “authority” or “dependency” of Liquor Sales Liquor Delivery Services stakeholders across the spectrum of Ferment-on-Premise interests on any given file ▪ This information focuses on the Government Influencers identification of “shared interests” MAG BRI among each of our stakeholders “Liquor Ministries” Social Responsibility LCBO & VQAO and partners Industry Associations Police Academic Federal Government ▪ This determines how the shared Municipalities interests can deliver meaningful reform for Ontarians. OUR SHARED INTEREST safe communities and a strengthened business environment to support new investment and innovation. 16

AGCO: OFFICE OF STRATEGIC ENGAGEMENT Practical Tools: Building Awareness & Representation ▪ Leverage established industry association relationships from the outset of engagement to get the message out ▪ Use multi-faceted outreach to stakeholders: Organization website ▪ Direct email ▪ Industry association support ▪ Webinars as a substitute for in- ▪ person meetings when travel distance is an issue ▪ Ensure you have time to do the job properly 17

AGCO: OFFICE OF STRATEGIC ENGAGEMENT Questions?