WC141 MarApr 2025 - Magazine - Page 38
H2OPINION
Beyond the Acronyms
Strengthening collaboration in Ontario’s
water industry. BY MICHELE GRENIER
N RECENT YEARS, the water sector has become increasingly fragmented. The proliferation of water and environmental organizations, each with their own niche focus,
has created a competitive landscape where collaboration
is often overshadowed by the need to sustain individual
entities. As Executive Director of the Ontario Water Works
Association (OWWA), I have witnessed firsthand how this
dynamic can dilute our collective identity, weaken our advocacy
efforts, and, ultimately, encumber progress toward making
I
“While collaboration is essential, there may also be
opportunities for strategic consolidation."
water safer and more sustainable for all Ontarians.
This challenge is not unique to Ontario or Canada. Across
jurisdictions, the sheer number of organizations—each
vying for members, funding, and influence—has created an
“alphabet soup” of acronyms. While each group undoubtedly
has valuable expertise and unique contributions, the lack of
coordination can lead to inefficiencies and, at worst, a sense of
competition rather than cooperation.
At its core, the issue boils down to duplication and fragmentation. Many organizations offer similar services—training programs, networking opportunities, and advocacy—to
the same pool of members. This overlap can confuse stakeholders, dilute resources, and create unnecessary barriers to
achieving our shared goals. For instance, when policymakers
receive input from a dozen different organizations, each advocating slightly different priorities, the unified voice needed
to drive impactful change is lost. This weakens our collective
ability to influence decisions at the provincial and federal
levels.
So, how do we address this challenge? How can we reduce
competition, foster collaboration, and ensure that we continue to provide value to our members and the public at large? I
believe there are three key strategies:
Michele Grenier
is the Executive Director of
the Ontario Water Works
Association (OWWA).
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WATER C AN ADA • M ARCH/APRIL 2025
1. Strengthen collaborative frameworks
We need to move beyond ad hoc partnerships and toward
more structured, long-term collaborations. Memorandums of
understanding (MOUs) between associations can formalize areas of cooperation, such as joint training programs,
shared advocacy initiatives, or coordinated public education
campaigns. By pooling resources and expertise, we can deliver
higher-quality services and amplify our collective impact.
For example, OWWA’s collaboration with other water and
environmental associations has shown that working together
on shared priorities—such as source water protection or
climate resilience—not only benefits our members but also
positions us as a stronger voice in the sector. These partnerships should be the rule, not the exception.
2. Encourage strategic consolidation
While collaboration is essential, there may also be opportunities for strategic consolidation—the merging of complementary organizations to create unified entities that are better
equipped to serve their members and achieve their missions.
Consolidation does not mean sacrificing the unique strengths
of individual organizations; rather, it is about combining
efforts to reduce duplication and enhance impact.
This approach requires thoughtful dialogue and mutual
respect. Organizations must carefully assess whether consolidation aligns with their long-term goals and benefits their
stakeholders. Most importantly, it must be framed not as a
loss of identity but as an opportunity to build something
stronger together.
3. Advocate with a unified voice
When addressing government and regulatory bodies, a fragmented sector can undermine our credibility. To strengthen
our voice, we must align our advocacy efforts. This requires
open dialogue among associations to identify shared priorities
and present a cohesive message to policymakers.
In Ontario, issues like infrastructure funding, water
affordability, and climate adaptation are too critical to be
overshadowed by organizational rivalries. By presenting a
united front, we can more effectively advocate for the policies
and investments needed to address these challenges.
None of this will be easy. It requires a shift in mindset
from competition to collaboration. Associations must be willing to set aside territorial concerns and focus on the bigger
picture: the health and sustainability of our water resources
and the communities we serve. This means fostering a culture
where partnerships are celebrated, shared successes are valued,
and the collective good takes precedence over individual
organizational goals.
WAT E R C A N A D A . N E T
