Great Lakes Partnership

Great Lakes Partnership: Resilience...Innovation...Sustainability

 


 

In the wake of the September 11, 2001 attacks on the World Trade Center and the Pentagon, the Chicago Manufacturing Center began to address issues of business continuity and economic security in the post-9/11 world. Recognizing the Great Lakes Region as a linchpin in the nation's commerce and communications operations and infrastructures, CMC understood that a disruption from any significant natural or man-made event could halt economic activity within the region, the nation, and the world. With this in mind, CMC President and CEO, Demetria Giannisis, in collaboration with DHS-FEMA Region V leadership, spearheaded a new CMC program that would apply regional, systems-based and cross-sector solutions to interdependency challenges facing the world's third largest economy.

In late 2001, CMC initiated discussions with business and civic leadership in the greater Chicago area that would later evolve into the Great Lakes Partnership (GLP). CMC also reached out to experts and stakeholders in the homeland security arena to test ideas and obtain feedback. This dialogue culminated in three organizing principles that are the foundation of GLP's vision and mission:

  • Create an arena in which public and private sector leaders can come together to address and resolve issues of business continuity, preparedness and critical infrastructure interdependencies.
  • Engage in pilot projects to test best practices that can then be shared with other regions.
  • Focus on innovation and economic stimulus.

A two-day strategic planning session in December 2004 produced the roadmap for GLP's governance structure and operations. On March 18, 2005, GLP was incorporated as a nonprofit limited liability corporation; 501(c)(3) tax-exempt status is pending. GLP is now expanding its membership and awaiting necessary funding to further accomplish its goals.

On October 20, 2005, GLP held its first general meeting to address the current preparedness and resiliency of the Great Lakes region. The meetings agenda and presentations can be found here.

  • CLIENT TESTIMONIAL

    "Chicago Manufacturing Center's partner, Aptium Global, went farther with specifications that I had ever done to ascertain the carbon content of the steel in the inner springs. Lisa Reisman's plan helped offset the post-Katrina price increase for foam."

    --Tim Enright, President, Estee Bedding

    "Although Aurora Bearing employees have had a lot of exposure to Lean, the Manufacturing Critical Path-time approach was new to us. We are better prepared to balance the production flow and deal with fluctuations in customer needs. The Chicago Manufacturing Center team did a great job. We found the experience very rewarding."

    --Jerry Ward, Plant Manager, Aurora Bearing