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

Alcohol and Gaming Commission of Ontario

OFFICE OF STRATEGIC ENGAGEMENT

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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)

AGCO: OFFICE OF STRATEGIC ENGAGEMENT

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AGCO Client Base

AGCO: OFFICE OF STRATEGIC ENGAGEMENT

In addition, the AGCO oversees the administration

• f approximately 65,000 Special Occasion Permits

(SOPs) issued annually, such as weddings, private receptions, charity fundraisers, festivals and industry promotional events.

Proactive and Responsive Service Culture Employer of Choice Strategy Driven Organization

Modern Regulator Quality Service Experience Rewarding Workplace

Strategic Goals Planning Themes

Risk and Outcomes- Based Compliance- Focused Service Experience is Benchmarked and Measured A Diverse and Inclusive Workplace and Workforce

Value for Money Strategic Engagement

Evidence-Based Decision Making Recognized World Leader in the Regulation of Liquor, Gaming and Horseracing Modern, Nimble, and Integrated Organization Effective Performance Measurement Robust IT Infrastructure Leadership, Management and Professional Skills are Developed Increased Workforce Mobility and Flexibility Strengthened Partnerships and Alliances Culture of Continuous Improvement and Innovation Modern, Open, Streamlined Service Delivery Modern Engagement Tools and Channels Culture of Accountability Financially Sustainable Effective Change Management Meaningful Engagement 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.

AGCO Strategic Goals and Planning Themes

AGCO Playbook for Stakeholder Engagement

AGCO: OFFICE OF STRATEGIC ENGAGEMENT

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Set Objectives

AGCO: OFFICE OF STRATEGIC ENGAGEMENT

• 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?

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.

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Determine Level of Engagement

AGCO: OFFICE OF STRATEGIC ENGAGEMENT

Government of Ontario’s 2016 Engagement Approach Framework

Share Consult Deliberate Collaborate

Government needs to tell stakeholders about an initiative. Result: Stakeholders receive information about a Government program or decision in an accessible

• way. Communication is
• ne-way from the

Government to stakeholders. Government needs to gather feedback from the public about a problem. Result: Stakeholders have an opportunity to weight-in and provide their input. Stakeholders advocate for their views on a subject. Government needs help from stakeholders to frame

• r solve a problem.

Result: Stakeholders help identify the issue and/or develop a strategy that the Government commits to

• deliver. Stakeholders take

part in varying degrees to find common ground and collectively arrive at an agreement. Government needs help from stakeholders to find and implement a solution. Result: Stakeholders work with the Government to define an issue, develop and deliver solutions. Stakeholders share decision-making and implementation of solutions.

▪ Identify all potential stakeholders and what their level of influence and interest might be in your project ▪ Map stakeholders according to their influence and interest to help prioritize the level of engagement required for each stakeholder group

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Identify Stakeholders

AGCO: OFFICE OF STRATEGIC ENGAGEMENT

KEEP HAPPY KEY INFLUENCERS KEEP INFORMED LOW EFFORT LEVEL OF INTEREST LEVEL OF INFLUENCE

▪ Develop key messages and construct an engagement narrative that reflect the

• bjectives and project

1: The Engagement Imperative: Why are we engaging? 2: The Content or “Policy Space”: What are we engaging about? 3: Mapping Our Stakeholders: Who are we engaging with? 4: Proposed Engagement Process: How are we going to engage?

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Develop Engagement Plan

AGCO: OFFICE OF STRATEGIC ENGAGEMENT

▪ Identify engagement activities and connect them to the broader project timeline ▪ Identify tactics to increase success of engagement activities ▪ Consider how you will capture stakeholders attention (and keep it) ▪ Consider HOW you engage (on your terms or theirs)

▪ Communicate (don’t sell) ▪ Be inclusive ▪ Engage early and throughout your project timeline ▪ Clear, honest and transparent two way communication ▪ Responsive

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Implement Engagement Plan

AGCO: OFFICE OF STRATEGIC ENGAGEMENT

▪ Collect feedback ▪ Understand your commitment to respond and acknowledge feedback ▪ Ask specific questions ▪ Remain open to unsolicited feedback ▪ Adjust and correct elements

• f engagement plan as you

go ▪ Communicate back to stakeholders regularly

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Evaluate

AGCO: OFFICE OF STRATEGIC ENGAGEMENT

From Theory to Practice

AGCO: OFFICE OF STRATEGIC ENGAGEMENT

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Notable AGCO Engagement Initiatives

AGCO: OFFICE OF STRATEGIC ENGAGEMENT

Webinars

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Case Studies

AGCO: OFFICE OF STRATEGIC ENGAGEMENT

• 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

Engagement Process

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PHASE 1 – Initial & informing 4- 6- 8 months PHASE 2 – Issue specific 4-6 months PHASE 3 – final outcomes 2-4 months

Consultation Paper Stake- holder Round- table Sessions Phase 1 Findings Report (Public) Issue-Specific Working Group #1 Issue-Specific Working Group #3 Issue-Specific Working Group #2

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”. Quick Wins Quick Wins Quick Wins

AGCO: OFFICE OF STRATEGIC ENGAGEMENT

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Mapping Our Stakeholders

AGCO: OFFICE OF STRATEGIC ENGAGEMENT

Licensees

Manufacturers Liquor Sales Liquor Delivery Services Ferment-on-Premise

Influencers

BRI Social Responsibility Industry Associations Academic

Government

MAG “Liquor Ministries” LCBO & VQAO Police Federal Government Municipalities

▪ AGCO engagement approach assesses relative levels of “authority” or “dependency” of stakeholders across the spectrum of interests on any given file ▪ This information focuses on the identification of “shared interests” among each of our stakeholders and partners ▪ This determines how the shared interests can deliver meaningful reform for Ontarians.

OUR SHARED INTEREST safe communities and a strengthened business environment to support new investment and innovation.

▪ Leverage established industry association relationships from the

• utset 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

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Practical Tools: Building Awareness & Representation

AGCO: OFFICE OF STRATEGIC ENGAGEMENT

Questions?

AGCO: OFFICE OF STRATEGIC ENGAGEMENT