CASE SUMMARIES #YPIATC15
ALEX HIMELFARB – Milan Consulate Shutdown
The read team came up with three ideas based on three particular themes:
How will the closure of the consulate affect Canada-Italy relations? A proper and full disclosure of the situation to the media would alleviate any concerns on the reasoning behind the closure and establish trust with the public.
Businesses in Milan – this team proposed that business ties be maintained as much as possible with business and commercial representation for Milan having a special status in the Rome embassy. A regular follow-up with businesses and business leaders in Milan will ensure that contacts are kept and representation of the region continues
Layoffs – this team recommended that all staff to be terminated be provided with strong recommendation letters to find further employment and ease the transition.
The green team recommended as a priority that all staff to be terminated be provided assistance with relocation and found alternative employment. A strong emphasis on the future of Canada-Italy relations should focus on how Milanese and Canadian businesses can collaborate further.
The yellow team proposed a maximizing relationships vs minimizing costs approach. This would entail building stronger relationships between the embassy and Milanese businesses while attempting to rebuild confidence. Local staff should also be relocated to other embassies and provided with assistance to find employment. Terminations should allow for staff to feel appreciated. The embassy should continue to build confidence in a strong relationship with the business community.
The blue team decided to focus on three main points:
Relations with the Italian government
Relations between Milanese business and the Canadian Consulate in Milan
Relations between Canadian interests and the Lombardia Province
The team recommended a smooth economic transition of the closure based on transparency and efficiency of execution. A proposition was made to connect with Canadian businesses and Canadians working in Lombardia and create a council to represent them. Equally, subsidization, training programs and assistance should also be provided local consulate staff.
ROBERT BAINES – Corruption Disruption in Albania
The blue team proposed four main categories of consideration for this case:
Recognize cultural understanding and values of the local populace while equally ensuring the wellbeing of locally-employed people and the creation of better local employment opportunities. There would also be a push for understanding the roots of corruption and surveying of the level of corruption in local communities.
Focus on internal structure of local companies and officials while using the media to exposure corruption at its source
Create incentives to counter corruption including the financial backing of local companies to discourage the practice of graft.
Coordinate with other Canadian companies working in the region to create a strong push to prevent further corruption.
The yellow team chose to develop a contract of transparency to be signed by all players involved. The contract would be binding and be applied by both Albanian and Canadian legal systems. The goal would be to reduce instances of bribery and eliminate corruptive policies.
The green team chose to recognize that Canada has a lot of leverage in the situation based on its extensive investments in Albania. The Prime Minister should be reminded of this leverage and Canadian companies should equally use this leverage to facilitate corporate social responsibility and reduce corruption.
The read team recommended the creation of a Canada-Albania Council to create more transparency. A focus on education would allow for grassroots CSR organization more funding to educate on the consequences of graft and corruption. A request to fast- track all requests by Canadian companies would be made to the PM’s office to ensure that the requests by pass the local administration entirely.
TINA SWEENEY – Gender & HIV/AIDS Communication in Botswana
The red team chose to change the messaging to conform to local forms of communication through the use of oral tradition. The key would be to reconcile and relate the conversation o appeal to the local populace and influence the elders. There was also advocacy to create locally-setup information booths with locally-employed people to share information and do personal outreach. Workshops and training would be created to conform to cultural understanding to combat inequality.
The green team proposed a 3 step program to counter this issue:
A cultural analysis would be conducted to better understand the issue from a cultural standpoint in order to transcend cultural barriers
Look for groups already working in Botswana to educate the local populace and pass on the information they have learned through familial oral tradition
Look for local spokespeople who could speak and be listened to by the
The Yellow team chose to present the case with both a male and a female representative. The tam wanted to recognize and identify male and female leaders in the community and engage them in conversation with stakeholders in the area. A training module including a train the trainer model would be modified to culturally acceptable standards and offered to those individuals. An incentive program would also be created moving away from traditional western-world forms of communication (social media/internet) and move more into a non-traditional form of communication for the region (i.e radio). There would also be strong encouragement for dialogue between community members, messaging through artistic programs such as plays with scripts that promote the intended message.
The blue team decided to go with a short-term vs long-term barometer type approach based on three things:
On the ground programs that would assist the situation directly
Increased educational policies to influence change
Influence attitude change through different forms of arts engagement and
media (i.e creating a daycare drop-off for youth to learn about the effects of HIV AIDS
The long term goals would be to work directly with all the ministries involved with this situations to ensure that local leaders are identified and provided rehabilitation programs.
HENRY LOTIN – The End of Dictatorship in Burma? Canada’s response
The green team decided to take on a human rights approach and continue the implementation of sanctions on Burma. All Canadian companies with interests in Burma would be forced to make their position to known to the ruling government with an emphasis on human rights.
The yellow team advocate to keep engagement and sanctions in Burma. There was also a recommendation that standing idly by would hurt Canada’s image and boots on the ground should be a consideration to rectify the situation. Canada should also play the role of mediator to ensure that both sides are speaking to each other while continuing to maintain economic relations with Burma. The key would be to avoid for the local populace to suffer based on the economic sanctions.
The blue team emphasize that sanctions for the most part directly hurt the people more than the ruling government. The team recognized the need to take a pro- engagement stance on the issue but through a multicultural approach. This would be done through financing grassroots opposition organizations in Burma and creating dialogue for the cross-cultural understanding. Negotiations with STORC would also have to continue until a democratic transition to an elected government is made. This could be done through encouragement of cooperation between political parties.
The read team selected to go with a pro-engagement approach with Petro-Canada allowed to continue to keep its business interests and business relations in Burma. In return, economic sanctions would continue but with Petro Canada being used as leverage to counter human rights abuses. Media in surrounding countries would also be used to influence the STORC to abandon their ways and allow for a smooth transition to a democratic government.