From September 6-9, 2013, Mr. Gord Brown, M.P.,
Co-Chair of the Canada-United States Inter-Parliamentary Group (IPG), led a
delegation to the annual meeting of the Southern Governors’ Association (SGA)
in Louisville, Kentucky. The other delegate was Mr. Brad Trost, M.P., and the
delegation was accompanied by Ms. June Dewetering, the Canadian Section’s
Senior Advisor.
THE EVENT
Founded in 1934, the SGA is the oldest of the
regional governors’ associations and has a long history of promoting the common
interests of the governors of the 16 U.S. southern states, as well as the U.S.
Virgin Islands and Puerto Rico (see the Appendix). The SGA provides a
bipartisan forum in which to help shape and implement national policy, as well
as to solve regional problems, improve the quality of life of residents of the
U.S. South, and secure an economically vibrant and prosperous American South.
Each year, the SGA holds an annual meeting. The
2013 annual meeting was focused on the theme of “Advanced Manufacturing in the
American South,” and was chaired by Kentucky Governor Steven Beshear. In
addition to Governor Beschear, the annual meeting was attended by Governors
Mike Beebe (Arkansas), Bill Haslam (Tennessee), Pat McCrory (North Carolina),
Jay Nixon (Missouri), Martin O’Malley (Maryland) and Earl Ray Tomblin (West
Virginia),
The 2014 annual meeting, which will be focused on
“Southern R&D: Turning Great Ideas into Great Products,” will be chaired by
Governor Beebe.
DELEGATION OBJECTIVES FOR THE EVENT
Canada and the 16 SGA states have a relationship
that is mutually beneficial. According to recent figures, more than 75% of the U.S.
states included in the SGA have Canada as their primary foreign export market.
The Canada-United States IPG aims to find points
of convergence in respective national policies, to initiate dialogue on points
of divergence, to encourage the exchange of information, and to promote better
understanding among legislators on shared issues of concern. In addition to
regular meetings with their federal counterparts, members of the Canadian
Section of the IPG attend national and regional meetings of governors. At these
events, Canadian delegates take the opportunity to engage in the conversations
that will help achieve the Canadian Section’s objectives, and to communicate
the nature and scope of the bilateral relationship. The
Canadian Section anticipates that its participation at the annual meeting will
continue.
ACTIVITIES DURING THE EVENT
During the 2013 annual meeting, the SGA held the
following sessions:
·Understanding the Manufacturing Resurgence
·Energy Policies Impacting Manufacturing
·Impacts of International Trade and Investment on
Manufacturing in the U.S.
·Achieving Economic Growth Through Exports,
Supply Chains and Innovation Ecosystems
·A Private Sector Perspective on Innovation
·Building the Talent Pipeline
·Addressing the Diabetes Epidemic
·A Private Sector Perspective on Health and Wellness
·Maintaining the Competitiveness of the Region’s
Infrastructure Assets
·Creating a Regional Manufacturing Action Plan.
This report summarizes the presentations that were
made at the 2013 annual meeting.
UNDERSTANDING THE MANUFACTURING RESURGENCE
Chip Blankenship, GE Home & Business
Solutions
·Manufacturing is returning to the United States;
key questions are:
§Is
the return sustainable?
§What
will it take to “stay on the journey”?
·Global competition “raises the bar” every day.
·Companies cannot “do it alone”; in the same way
that governments of competitors are assisting their businesses, so too must
state and federal governments in the United States help to create an
environment for success.
·Sustained effort and sustained will over time
are required, and the focus should be a “level playing field.”
·It is important to:
§encourage
research and development and support innovation;
§develop
“talent,” including in the areas of science, technology, engineering and
mathematics; and
§ensure
system competitiveness, including through fiscal certainty, and regulatory
reform and certainty.
·With intense global competition, where
competitors are not “standing still” and are “moving targets,” continuous –
including daily – improvement is key.
·Companies need to ensure an ongoing focus on
costs, quality and the efficiency of their distribution networks, among other
considerations.
·While productivity gains are essential, the
result may be fewer employees.
·Employers want a stable workforce, employees
want a stable job, and it is important that employees be focused on re-skilling
and improving their productivity.
·The state has a role to play in creating the
environment for success, and should focus on the following:
§training
and development;
§regulatory
certainty;
§research
and development; and
§tax
reform.
·The United States needs to be first in the world
at graduating “thought leaders”; some of this “space” has been lost to China
and Germany.
ENERGY POLICIES IMPACTING MANUFACTURING
Karen Alderman Herbert, U.S. Chamber of
Commerce
·In order to realize advanced manufacturing,
companies must be in a position to take advantage of abundant U.S. energy
resources, which are a fundamental production input; energy is a comparative
competitive advantage for the United States.
·German manufacturers have moved to the United
States because of affordable energy.
·All energy sources must be “part of the mix.”
·The United States must become more energy
self-sufficient, and it needs to have an energy plan; as part of the move to
self-sufficiency, less energy should be imported from countries that do not
“like” the United States, with jobs created and tax revenue generated
domestically.
·The United States has oil and natural gas
throughout the country, as well as hundreds of years of coal and endless
renewable energy sources.
·Although the United States is an energy
“superpower,” it does not act as though it is; policies and regulations that
support the “unleashing” of the United States’ energy potential are required.
·The private sector goes to where opportunities
exist, and a predictable regulatory environment, a fair and competitive fiscal
policy, and a competitive corporate tax system are needed in order for growth
to occur.
·For every engineer graduating in the United
States, four are graduating in Europe and nine are graduating in China.
·In the past, the United States used to have to
worry about importing oil; now, it has to worry about importing intellect.
Michael Levi, Council on Foreign Relations
·There have been “extraordinary” changes in U.S.
energy over the last few years; for example, shale oil and gas have been
identified, renewable energy sources are being used and oil production is
rising.
·Abundance creates opportunities.
·In the United States, there has been a
substantial increase in employment because of oil and gas production.
·Manufacturing in the United States is growing,
partly because of the oil and gas industry and its supply chain; job growth has
occurred because of inexpensive energy and feedstock.
·While over-regulation leads to something being
“off limits,” the same is true with under-regulation, as public backlash then
occurs; it is important to strike the right balance regarding regulation.
James Slutz, Global Energy Strategies, LLC
·Manufacturing fuel is one of the most
energy-intensive businesses.
·U.S. refineries operate at high capacity.
·In 2011, for the first time since 1949, the
United States became a net refined energy exporter.
·While energy is important, the significance of
tax rates must also be recognized.
·Regulations should be examined to see if the
costs and benefits are consistent with what was contemplated when the
regulations were brought in.
·Innovation provides exciting opportunities.
·A variety of factors are catalysts for the
growth of manufacturing sector, including the following:
§energy;
§regulations;
§taxes;
§trade;
§labour
force; and
§research.
·Catalysts work only when they are in the right
environment.
IMPACTS OF INTERNATIONAL TRADE AND INVESTMENT ON
MANUFACTURING IN THE U.S.
Leslie Griffin, UPS
·If a manufacturing business is not exporting, it
is falling behind; people around the world want the goods and services that the
United States produces.
·About 95% of the world’s consumers reside
outside the United States.
·E-commerce has facilitated an increase in the
number of customers that can be accessed.
·Obstacles faced by U.S. manufacturers doing
business abroad include the following:
§tariffs;
§customs
and other border processes; and
§regulations.
·The United States should focus on “levelling the
playing field” through free trade agreements (FTAs).
·At present, the United States has FTAs with 20
countries, and is involved in the Trans-Pacific Partnership negotiations and in
negotiations with the European Union.
·As manufacturers import parts and components,
imports are an essential part of exports.
·Trade is not a zero-sum game; it can “grow the
size of the pie.”
·Exporting and attracting foreign investment go
“hand in hand.”
·The U.S. Congress will be considering trade
promotion authority for the president.
Nancy McLernon, Organization for International
Investment
·Companies often “stretch” across borders and
continents.
·Foreign investment “fuels” U.S. trade and job
creation.
·A high concentration of foreign-based companies
is involved in manufacturing; these manufacturers are often involved in
advanced manufacturing, and have highly skilled jobs with compensation that
exceeds $85,000 annually.
·Manufacturing investment “spurs” a chain
reaction; according to one estimate, one manufacturing job at a U.S. subsidiary
of a foreign company leads to the creation of five additional jobs.
·Each state in the U.S. South has been positively
affected by foreign investment.
·There is “lots of room” for the United States to
attract foreign direct investment, and – globally – there is $5 trillion
“trying to decide where to invest.”
·The United States can increase its share of
foreign direct investment by focusing on:
§market
entry – remove barriers to entry, and realize that almost 85% of foreign
investment comes through acquisitions; and
§providing
“after care” – give the greatest opportunities to succeed once in the United
States, “level the playing field” when foreign companies are competing with
domestic companies, allow foreign companies the opportunity to participate on
industry advisory committees, ensure that states adhere to agreements signed at
the federal level even when there is no legal obligation to do so, and ask
foreign company executives what a state should do to “set itself apart.”
ACHIEVING ECONOMIC GROWTH THROUGH EXPORTS, SUPPLY
CHAINS AND INNOVATION ECOSYSTEMS
Phillip Singerman, National Institute of
Standards and Technology
·The “centre of gravity” for U.S. manufacturing
is located in the U.S. South.
·Public-private partnerships should be
considered, where appropriate.
·For the past five years, the federal government
has realized the importance of supporting 21st century
manufacturing.
·The United States needs to “invent it here” and
“build it here.”
·There are four Ts to consider for the success of
the manufacturing sector:
§trade,
especially trade facilitation;
§training,
especially skills development;
§taxes;
and
§technology
acceleration.
·The globalization of economic activity has had
significant domestic consequences.
·The rise of competitor nations that have command
economies has resulted in an “unlevel playing field.”
·To leverage federal investments in research and
development, there is a need to connect to the innovation ecosystem.
·When determining where to locate or relocate,
companies are interested in:
§the
workforce; and
§the
existing supplier network.
Suzanne Berger, Massachusetts Institute of
Technology
·Innovation in the United States is strong; key
questions include the following:
§What
type of manufacturing is needed to get value from this innovation?
§Does
the United States have the skills and productive capabilities for the
industries of the future?
§What
is the source of needed capital?
§How
long is it taking to fill job vacancies?
§Why
did the U.S. manufacturing sector decline, and why did it decline so rapidly?
·The answer to the questions of why the U.S.
manufacturing sector declined and declined so rapidly could include four
elements:
§productivity,
since fewer people are needed to produce more;
§the
“inexorable march” to the service economy;
§globalization
and China; and
§transformation
of U.S. corporate structures in the 1980s as financial markets “forced”
companies to have fewer assets and “splits” occurred in an effort to put upward
pressure on the price of stocks.
·Historically, larger employers provided skills
training; now, they are less likely to do so.
·The United States needs to build new pathways
from innovation to the market, and to make new industrial ecosystems.
Page Siplon, Georgia Center of Innovation for
Logistics
·Logistics and supply chains are critical in
getting goods to customers; without supply chains, companies are “collectors.”
·Every supply chain is unique as goods are moved
from point A to point B, and the priority is low-cost movement in a timely
manner.
·On average, 10% of the total sales revenue for
any company is allocated to logistics.
·Regarding logistics, there are policy, tax
incentive and infrastructure issues.
·Strategic investments in infrastructure support
economic development
·The priorities for supply chains include the
following:
§faster;
§better;
§less
expensive; and
§reliable.
·The priorities for infrastructure include the
following:
§capacity;
§capability;
and
§connectivity.
·From the perspective of industries, the
priorities include the following:
§volume,
as increased volume may mean higher profits;
§velocity,
which involves getting the right quantity to the right place at the right time;
and
§visibility,
which is directed to identifying potential problems before they arise.
·It is important to align the three Vs – volume,
velocity and visibility – with the three Cs – capacity, capability and
connectivity.
A PRIVATE SECTOR PERSPECTIVE ON INNOVATION
R.G. Conlee, Xerox
·There is a need “to be organized for innovation”
and to do things differently in the future than they have been done in the
past; the work of 2020 will not be the work of 2013.
·With innovation, there is a need to streamline,
as time is “of the essence.”
·Research and innovation should be funded through
profits and increased stock prices, and they should be connected to production;
it is important to have something “into which innovation can be directed.”
·If a company is “late to the game,” it probably
will not be competitive.
·Private enterprise is “a lot quicker” than
public enterprise.
BUILDING THE TALENT PIPELINE
Mike Price, Toyota Motor Manufacturing
·The challenges for manufacturing include the
following:
§the
skills “pipeline,” which is particularly problematic regarding science,
technology, engineering and mathematics, and the inability of the community
college system to provide graduates who are fully prepared for work;
§perceptions
about manufacturing, which some see as not rewarding and which some do not see
as a preferred career choice; and
§the
retirement of skilled workers as the baby boom generation continues to retire.
·Improvements in the education system are likely
to take generations.
·Perceptions about manufacturing should be
changed, and people should be encouraged to pursue a career in manufacturing.
Gardner Carrick, Manufacturing Institute
·With reshoring and resurgence, it is exciting to
be part of the manufacturing sector.
·The United States is in a better position than
some countries worldwide because of factors such as the following:
§rising
costs overseas;
§the
need for a skilled workforce;
§a
lack of intellectual property protection in some countries; and
§the
energy “boom” in the United States.
·Growth in the manufacturing sector leads to job
creation in other areas, including retail, education and health care.
·About 82% of manufacturers cannot find skilled
workers; the perception of manufacturing as a career is negative, and
manufacturing jobs are thought to be dangerous and poorly paid.
·Veterans and women are sources of skilled labour
for manufacturers.
·There is a need to align education with the
skilled labour needs of manufacturers, and to educate manufacturers about
skills certification systems.
·In order to have a qualified workforce, the
following are needed:
§certified
students;
§certified
instructors; and
§certified
schools.
Stefanie Sanford, The College Board
·A key question is: how can the workforce be
prepared for a workplace that is changing so rapidly and on an ongoing basis?
·The kindergarten-grade 12 education system
cannot be relied upon to change, as changing that system would take generations
and the United States cannot wait for generations.
·Advanced placement (AP) courses in high schools
teach students to have a work ethic; while an increasing number of students are
taking AP courses, many who have the ability to succeed in such courses are not
taking them.
·It is particularly important to offer AP courses
in the topics of science, technology, engineering and mathematics.
·Students with the potential to succeed in AP
courses should be “matched” with such courses.
Laura Greene Knapp, RTI International
·Students, educators and employers should be connected
with each other; educators need to know the skills that employers need and they
need to ensure that students are engaged.
·Student engagement and school-to-work
transitions should be improved.
·Students need both technical and “soft” skills.
·As the perception of a factory and the reality
of a factory are different, perceptions about the manufacturing sector and
manufacturing jobs must be changed.
·Factories are laboratories for innovation.
ADDRESSING THE DIABETES EPIDEMIC
Marti Macchi, National Association of Chronic
Disease Directors
·In the United States, there are 26 million
people with diabetes and 79 million people with pre-diabetes; of this
latter group, less than 10% is aware of the condition.
·In 2050, one in three U.S. adults will have diabetes.
·Solutions for containing the diabetes epidemic
in the United States include the following:
§the
collection of data that indicate the cost and other impacts of diabetes;
§efforts
to address diabetes;
§evidence-based
recommendations for legislative action; and
§a
collaborative plan of action.
·There are three policy solution categories:
§detection
– screening is the entry point to prevention;
§prevention
– prevention is the key to containing health care costs; and
§treatment
– it is important to manage the impact on state health programs.
Audrey Tayse Haynes, Secretary of Health and
Family Services for the Commonwealth of Kentucky
·People of all ages and backgrounds have
diabetes; actions must be taken now in order to avoid disability and pre-mature
death.
·Companies look at the health statistics of
states in order to gain some sense of potential costs they might face.
·The prevalence of diabetes is rising; many
people do not realize that they are at risk or have undiagnosed diabetes.
·Collaboration among relevant state agencies to
address diabetes can yield positive results.
·People should be provided with incentives to
engage in diabetes self-management.
·Pre-diabetes education is important.
Tara Dall, Health Diagnostic Laboratory, Inc.
·There is a need to empower patients and lower
health care costs; health coaching is a possible solution.
·Evidence indicates that there is a link between
obesity and diabetes.
·Glucose and traditional lipid testing are
insufficient, as it is possible to get “normal” results but still be
pre-diabetic.
·It is important to identify pre-diabetics who
are at the greatest risk of developing diabetes.
A PRIVATE SECTOR PERSPECTIVE ON HEALTH AND
WELLNESS
Deb Moessner, Anthem Blue Cross and Blue Shield
·A variety of factors contribute to chronic disease,
including the following lifestyle choices:
§poor
nutrition;
§excessive
consumption of alcohol;
§a
lack of exercise; and
§smoking.
·Lifestyle factors are amenable to change in an
effort to improve health status.
·Chronic disease leads to lost productivity; back
pain is the primary cause of lost productivity.
·Annually, about $2.5 trillion is spent on health
care in the United States; the country has a health problem and a health care
financing problem.
·Health care is increasingly unaffordable for
families, businesses and governments.
·A healthy workforce is needed in order to have a
vibrant economy.
·Obesity and diabetes are linked, and diabetes is
a leading cause of death.
·Retinal, kidney and cardiovascular disease are
associated with diabetes.
MAINTAINING THE COMPETITIVENESS OF THE REGION’S
INFRASTRUCTURE ASSETS
Michael Walsh, U.S. Army Corps of Engineers
·Water is essential to life.
·More than 95% of the United States’ exports and
imports move by water.
·The incidence of weather-related disasters is
rising.
·Investments in infrastructure, in respect of
both maintenance and capital expansion, are needed.
·It is estimated that, between now and 2020, $4
trillion in infrastructure investments is needed in order for the United States
to be globally competitive.
·The United States is a maritime nation, and
between $3 billion and $5 billion should be invested in ports; port expansion
is tied, in part, to population growth.
·Consistent with the principle that “you should
make a friend before you need a friend,” it is important to have a disaster
plan in place before it is needed; the plan should set out the authorities of
various entities.
Sean Connaughton, Secretary of Transportation
for the Commonwealth of Virginia
·Transportation is essential to the economy, and
for people and businesses.
·Transportation funding is an issue, and there
are various options for funding transportation infrastructure, such as bonds, a
gas tax and public-private partnerships.
Tom Ferree, Connected Nation
·Broadband capacity is important for the manufacturing
sector; access, adoption and use are key issues.
·Engagement about broadband is needed at the
local level.
·In the U.S. South, broadband is used by 83% of
manufacturing businesses, a proportion that is higher than the national average
of 75%.
·Governors can take a variety of actions in
relation to broadband, including the following:
§Support
communities in forming technology planning teams.
§Establish
state broadband policy task forces and caucuses as ongoing resources.
§Target
vulnerable areas with public-private initiatives.
CREATING A REGIONAL MANUFACTURING ACTION PLAN
Stephen Gold, from the Manufacturers Alliance for
Productivity and Innovation (MAPI), moderated a discussion with Cliff Waldman,
from MAPI, and Matthew Murray, from the University of Tennessee at Knoxville.
He then posed questions to private-sector and public-sector panelists.
The private-sector panelists were:
·Ronald Boles, Alabama Manufacturing Advocacy
Council
·Randy Zook, Arkansas State Chamber of Commerce
and Associated Industries of Arkansas
·Al Stimac, Manufacturers Association of Florida
·Greg Higdon, Kentucky Association of
Manufacturers
·Jay Moon, Mississippi Manufacturers Association
·Ray McCarty, Associated Industries of Missouri
·Jaime Garcia, Puerto Rico Manufacturers Association
·Brett Vassey, Virginia Manufacturers
Association.
The public-sector panelists were:
·Grant Tennille, Arkansas Economic Development
Commission
·Larry Hayes, Kentucky Cabinet for Economic
Development
·Alberto Bacó Bagué, Puerto Rico Department of Economic Development and Commerce
·Bill Hagerty, Tennessee Economic and Community
Development
·Christopher Masingill, Delta Regional Authority
·Ted Abernathy, Southern Growth Policies Board.
Cliff Waldman, Manufacturers Alliance for
Productivity and Innovation
·The cluster model is a team concept that has
existed for about 20 years; clusters sometimes cross state lines.
·National policies affect state policies, and
state and local policies affect regions.
·Entrepreneurship, especially manufacturing
entrepreneurship, is important for the success of advanced manufacturing.
·Entrepreneurship creates new suppliers and
competitors.
·The quality of the workforce is important.
·The U.S. South’s strengths include the
following:
§low
costs; and
§reasonably
competitive productivity.
·There is a need to improve educational
attainment in the U.S. South as a support to advanced manufacturing.
Matthew Murray, University of Tennessee at
Knoxville
·States have a role to play in promoting economic
development, as they help to create an environment that supports business.
·Foundational investments in people and
infrastructure are key to success; states are leaders in providing such
investments to assist in economic development.
·An entrepreneurship program focused on advanced
manufacturing would be beneficial, as would small business innovation research
grants.
·The regional nature of clusters is key, as
clusters cross state borders.
·While “low cost” has been critical to the
development of the U.S. South in the past, “low cost” can be translated into
low value.
·Investments should be made where they can yield
the greatest return.
·As it is not possible to compete on the basis of
low cost alone, economic development resources should be used as an investment;
a strategic approach to economic development is needed, and it should be based
on well-defined industry clusters.
·Decision makers should be accountable to
taxpayers for the use of their monies.
·Investments are needed in kindergarten-grade 12
education, adult education, education in the areas of science, technology,
engineering and mathematics, entrepreneurship, research and development, and
innovation.
·Advanced manufacturing jobs are not the dirty,
back-breaking manufacturing jobs of the past; instead, they are the jobs of the
future.
Mr. Gold posed a question about workforce
challenges, and Ted Abernathy made the following comments:
·There is a need to improve educational
attainment in the U.S. South, and to train workers for middle-skilled jobs.
·The U.S. South has historically been “strong”
regarding worker training.
·Training throughout the duration of one’s work
life must become the new normal.
Mr. Gold posed a question about state
branding strategies in relation to advanced manufacturing, and Ronald Boles
made the following comments:
·The states in the U.S. South are “marching in
the same direction.”
·Manufacturing Day will be held on 4 October
2013.
Mr. Gold posed a question about actions that
are needed to improve education and skills training; Greg Higdon, Ray McCarty, Grant
Tennille, Al Stimac and Jay Moon made the following comments:
·Greg Higdon said:
§People
must believe that it is possible to have a career – not just a job – in the
manufacturing sector, and they must change the way that they view manufacturing
workplaces.
§It
is important for states to maintain a capable workforce.
§Consideration
should be given to raising the high school drop-out age.
·Ray McCarty said:
§Credentials
should be “stackable” in order to increase the extent to which states have a
qualified workforce.
§People
should be encouraged to acquire credentials.
§Skills
should be viewed as an economic development tool.
·Grant Tennille said:
§The
U.S. South has a reputation for being able to train workers.
§It
is important to improve the ability to ensure that, at any given point in time,
people have the skills that are needed.
§The
U.S. South and the United States need a workforce that the world recognizes as
first-rate.
·Al Stimac said:
§The
acquisition of certifications is crucial.
·Jay Moon said:
§Dual
accreditation and dual enrolment would lead to increased graduation rates.
Mr. Gold posed a
question about evolving economic development strategies, and Larry Hayes,
Alberto Bacó Bagué and Bill Hagerty made the following
comments:
·Larry Hayes said:
§A
state must be prepared to “walk away” if a deal with a potential employer does
not make sense in terms of the incentives it needs to locate there.
§While
it is important to focus on bringing new businesses to a state, it is also
important to pay attention to helping existing businesses expand.
§States,
educational institutions and business groups must collaborate.
§Each
opportunity should be assessed on its own merits.
·Alberto Bacó Bagué said:
§Universities
should be involved in the economic development process.
·Bill Hagerty said:
§Regarding
incentives, the return on the investment should be considered.
§Entrepreneurism
accelerators are particularly important for early-stage companies.
Mr. Gold posed a question about the creation of
new clusters in the U.S. South; Jay Moon, Bill Hagerty, Jaime Garcia and Ted
Abernathy made the following comments:
·Jay Moon said:
§The
focus should be broad-based skills that are needed by a range of industries.
§Incentives
and tax reform are attractive to both existing and potentially new businesses.
·Bill Hagerty said:
§International
opportunities should be examined.
·Jaime Garcia said:
§The
manufacturing sector is an important provider of direct and indirect jobs.
·Ted Abernathy said:
§Clusters
are “a way forward” in the U.S. South.
Mr. Gold posed a question about regional solutions
in the U.S. South, and Christopher Masingill made the following comments:
·Entrepreneurship is key.
·The U.S. South needs to do a better job of
collaborating within the region.
·Workforce training and education are key, and a
systems approach to certifications is needed.
Mr. Gold posed a question about the potential
value of regional approaches to areas other than manufacturing, such as
education. In response, Randy Zook, Grant Tennille and Brett Vassey made the
following comments:
·Randy Zook said:
§Common
core educational standards are a major initiative, and are important for
long-term workforce development.
§Immigration
reform is needed, and the U.S. South needs more and better workers.
·Grant Tennille said:
§There
are opportunities for collaboration regarding jobs training.
·Brett Vassey said:
§There
should be regional initiatives regarding science, technology, engineering and
mathematics education.
§Middle
skills are essential.
§It
is important to have a work-ready workforce.
§Experiential
learning and applied instruction are important.
Mr. Gold posed a question about the creation of a
broader base of investment in research and development, and Brett Vassey, Al
Stimac and Grant Tennille made the following comments:
·Brett Vassey said:
§Today,
all manufacturing is advanced manufacturing; it exists along a continuum.
§Limited
resources must be allocated wisely.
§At
times, “the cart” is before “the horse” in terms of funding research and
development.
§Intellectual
property considerations may be the primary barrier to companies engaging with
universities regarding research and development.
·Al Stimac said:
§Consideration
should be given to creating centres of excellence in research and development.
·Grant Tennille said:
§It
is important to be able to protect patent rights and the “output” of research
and development efforts.
§A
key question is: how do you build a “pipeline” from research and development to
commercialization?
§As
“things” may take longer than venture capitalists want, the states should be
prepared to “step up.”
Respectfully submitted,
Hon. Janis G. Johnson,
Senator, Co-Chair Canada-United States
Inter-Parliamentary Group
Gord Brown, M.P.
Co-Chair Canada-United States
Inter-Parliamentary Group