WORKING TOGETHER: ENGAGING GOVERNMENT and the NON PROFIT SECTOR

1. Working Together:Engaging Government and the Non Profit Sector Presentation to the Disabilities Health Research NetworkOctober 2009 WORKING TOGETHER: ENGAGING GOVERNMENT and the NON PROFIT SECTOR

2. BC’s GNPI: Context, Environment and Accomplishments to Date

3. Why this? Why now? • No one sector can do it alone • Unique, independent but complementary strengths • NPS has enormous strength and capacity but there are sustainability concerns • Common challenges • Record of successful partnerships with greater potential

4. Context and Environment • Changing socio-economic environment • Needs growing – citizens, communities • Issues more complex • Changes in philanthropy, volunteerism • Sector roles blurring, all are needed to address coming changes

5. Common Challenges • Human resources • Capacity and infrastructure • Financial health • Increasing need and demand • Coordinated voice • Complex and varied accountabilities

6. Building on Strength • Examples of success in BC in collaborating between government and the NPS: • Homelessness • Accessible communities • Healthy living • Social enterprise

7. Building on Shared Values • Mutual recognition • Importance of collaboration • Guiding principles • Enabling regulatory environment • Building capacity to serve

8. GNPI Purpose • GNPI aims to strengthen the way government and the non profit sector work together to improve the quality of life for British Columbians. • The initiative promotes: • shared understanding and mutual trust between the sectors • long term commitment to collaborate on complex shared issues • forums for collaboration to shape the services British Columbians need

9. Background • Initial survey & discussion papers on NPS & Gov’t written • May 30/07: 1st Joint Roundtable on Gov/NPS Relations: 84 participants • 3 key issues: funding, working together, capacity building • Feb ’08: GNPI formed • July 24/08: Plenary Session held

10. Background • Jan – Sept ‘08: Strategies and recommended actions developed • Oct/Nov ‘08: Community consultations • Nov 19/08: Strategies and actions prioritized at GNPI Summit • Dec - Feb ‘09: Action Plan developed for top priorities • Feb ’09: Leadership Council in place

11. Background • May’09: Labour Market Partnership agreement; 2 HR Forums held • June ’09: Social Innovation Workshop • July ’09: Commitment to Collaboration signed • Sept ’09: Leadership Exchange announced • March – present: Implementation of action plan

12. GNPI SHORT-TERM ACTION PLAN SUMMARY 2009/10

13. Timeframe & Themes Actions fall within five key themes: • Relationships • Business and Finance • Human Resource Capacity • Integration and Inclusion • Aboriginal Relations

14. I. Relationships Leadership Council Commitment to Collaboration Workgroups and organizational structure

15. Project Leadership Project Coordination Working Group – to advise, review, coordinate, and internally resource Advisory Group – to advise, review, and coordinate Government Non Profit InitiativeOrganizational Structure Leadership Council Government, Non-Profit, and Volunteer Secretariat Vancouver Foundation Council Office Business & Finance Working Group Human Resource Capacity Advisory Group Aboriginal Engagement Advisory Group Integration & Inclusion Working Group Sustainable Funding Processes & Technology Service & Policy Integration Social Innovation LMP Advisory Committee

16. II. Business & Finance Review policies and strategies Initiate Procurement Pilots Develop a Procurement Training program Develop electronic tools and templates

17. III. Human Resource Capacity Collaborate with the Labour Market Partnership (LMP) Convene Human Resource Workshops Implement a Leadership Exchange Pilot

18. IV. Integration & Inclusion Develop new processes Implement cross ministry/ cross sector actions Explore social innovation and entrepreneurship opportunities Promote cultural, demographic, and regional diversity

19. V. Aboriginal Relations • Develop and implement effective structures for engagement • Ensure Aboriginal representation in all aspects of the Initiative

20. Labour Market Partnership • Recruited Steering Committee with broad representation • Hired Program Manager – Catherine Crucil • Developing Project Charter, approve by HSD • Develop granting criteria

21. Factors in Success • Joint & Equal Leadership and Funding • Broad-based Consultation • Champions • Non-Profit Sector Labor Market Partnership • Willingness to step up

22. Key Challenges • Finding a model to fit BC Context • Lack of a unified non profit sector voice • Challenge of Continuity • Current Economic Reality

23. Lessons learned • Build Trust and Understanding • Create Capacity and Build Leadership • One Size Does Not Fit All • External Shifts Require Constant Adaptation

24. Moving Forward • GNPI possible due to government and non profit participants • Economic environment changed mid-stream but principles remain & even more NB • Shifting of GNPI’s longer term plans & activities to be more consistent with changing times • Broaden participation (sport, environment)

25. Contact Information GNPI Website: http://www.nonprofitinitiative.gov.bc.ca GNPI Email: GNPI@gov.bc.ca GNPI Team Leads: Barbara Grantham: BarbaraG@vancouverfoundation.ca Mark Medgyesi: Mark.Medgyesi@gov.bc.ca

26. Thank you Faye Wightman President and CEO Vancouver Foundation