Late in 2004, OLCC Chairman Phil Lang and then-new OLCC Director Teresa Kaiser made a bold move to attempt to improve communications and relationships with the varied constituencies which are affected by OLCC, its policies and procedures. A “Joint Steering Committee” was created, comprised of two major sectors of interests and responsibilities. One of the workgroups is referred to as the “Business Partners Workgroup”, and is made up of all sectors of the business industry; large and smaller retailers, bars and restaurants, liquor agents, and alcohol manufacturers and wholesalers. The other major workgroup is the “Policy Partners Workgroup”, and it is comprised of representatives from law enforcement, neighborhood associations, moderation groups, and city, county, and state government.

The purpose of this initiative was to solicit candid feedback from all areas as to how OLCC was doing, and how it could accomplish its varied missions more effectively. Also, there are clear differences among the many varied interests, obviously between the two major workgroups, but among the members of the two groups as well.
At the first organizational meeting late in 2004, the Business Partner group “elected” a Co-Chair from the industry representatives to help guide the group with Teresa Kaiser, OLCC Director, as the other Co-Chair. The group reached consensus in appointing Chris Girard, President of Plaid Pantries, Inc. and ONSA Director, to that position.
Early in the initial organizing process, the Business Partner group alone identified over 50 agenda items which members of the group felt needed to be addresses by OLCC. Undoubtedly, senior OLCC Staff had some serious consternation they may have opened a virtual Pandora’s Box. Further, given prior communication challenges between the Industry and OLCC, there was some skepticism on the part of Licensees and other industry members that this new process would result in meaningful improvements.

All members realized the role of the Committee is advisory in nature, and that the Commissioners may not act on their recommendations. However, as the activities proceeded, it soon became clear that OLCC Staff were committed to this initiative and the Commissioners were eager to hear the input and recommendations from the Committee.
Many of the agenda items were acted upon. The majority of the issues were simply a matter of inadequate communication among the various factions. OLCC was very forthcoming in increasing the transparency of their operations. Different Industry segments benefited through an ongoing exchange of ideas and issues as they affect different types of Licensees, Liquor Agents, Manufacturers and Distributors, and the OLCC itself.

Now, as the Steering Committee begins its second year, it is clear this initiative has benefited all involved. It is particularly important that the issues affecting ONSA Members can be aired at the very highest levels of this critical regulatory agency. More importantly, our issues are addressed and acted upon in a serious manner.

The Committee has not finished its objectives. In fact, as the first year progressed, more items were net added to the agenda than were disposed of throughout the year. But very important issues were resolved, and the fact that more are surfacing is simply a measure that this type of process was long overdue.

It took a lot of courage for the OLCC Commissioners, the Director, and senior OLCC Staff to open this door to significantly improved communication and response from the Agency. And, it is particularly important that ONSA Members now have a significant presence in the workings of a regulatory process which is so critical to our business.