Our client, a small-cap Canadian public company was looking to expand production capacity at their primary facility. We were engaged to assist in the process of making the case to three primary constituencies:
● Local politicians
● Planning staff
● The local communality of constituents
Methodology:
We began this mandate in the middle. The client had begun the process of expanding the facility without a clear sense of the political and administrative environment in their home jurisdiction.
The view was that the plan was going to bring jobs to the area, add to the tax rolls and be a solid contributor to the local community and its economy.
All of this was true. None of it mattered.
The interest groups outlined above had an experience of disconnection from the process leaving them with a sense that process did not matter. More importantly, their process did not matter. There was a general sense of lack of consultation, collaboration and planning.
Our approach reframed the discussion with each of the constituencies outlined above. We created new language, physically engaged in bringing the politicians, staff and residents to the facility.
We asked questions, understood the relevant regulations and reframed the discussion to understand the problem(s).
The result of this process was:
● An approval to construct additional production space
● A renewed relationship with the affected constituencies
● An appreciation for sensitivities around this, new and emerging business, and legacy impressions associated with it
● Advocacy by members of the municipal counsel for the company we represent
This resulted in a recurring retainer role for the company on regulatory and planning mandates.
Business is always our main focus. Getting our clients what they need is our passion. However, it is working with clients like you that balance the business side with the potential for social good that makes for a partnership that is truly fulfilling.
