{"id":6081,"date":"2022-11-09T11:21:51","date_gmt":"2022-11-09T16:21:51","guid":{"rendered":"https:\/\/carleton.ca\/panl\/?p=6081"},"modified":"2022-12-28T19:10:23","modified_gmt":"2022-12-29T00:10:23","slug":"stronger-policy-leadership-for-canadas-charitable-and-nonprofit-sector-advancing-conversations","status":"publish","type":"post","link":"https:\/\/carleton.ca\/panl\/2022\/stronger-policy-leadership-for-canadas-charitable-and-nonprofit-sector-advancing-conversations\/","title":{"rendered":"Stronger Policy Leadership for Canada\u2019s Charitable & Nonprofit Sector: Advancing Conversations"},"content":{"rendered":"

\"\"By Susan D. Phillips.<\/p>\n

Disruption. Transformation. Reinvention. These lie ahead for Canada\u2019s charitable and nonprofit sector. This sector must drive change for those it serves. And, it must help governments find and implement solutions to a growing number of complex issues. It is not the time for the sector to be passive, reactive or uncoordinated (if it ever was the time). Driving change requires a more powerful, more inclusive, more effective policy presence as the \u2018sector\u2019 that has a collective mission to enhance the well-being of all Canadians.<\/p>\n

A strong case<\/a> has been made that a \u2018home\u2019 in government \u2013 a dedicated Minister, agency or unit \u2013 is the route to being taken more seriously in public policy. This is only a partial answer. First, the sector must grow its own infrastructure. It must coordinate and use its collective power: provide an efficient two-way conduit for engagement between governments and the sector\u2019s diverse components; identify shared issues and policy solutions; and amplify, centre and enhance the voices of equity-seeking groups. Without sector-wide coordination, government officials tend to throw up their hands, and claim that there are too many representatives asking for different things, which is (and has been) a sure way for the sector to be ignored.<\/p>\n

Stronger policy infrastructure in other countries<\/h2>\n

Charities in other countries have created stronger policy infrastructure for themselves in recent years. In Australia 19 large national organizations came together to form a Charities Crisis Cabinet in early 2020 to give a policy voice to the sector during the pandemic, and to help charities support their communities, \u201cespecially those most vulnerable to increased harm.\u201d The Crisis Cabinet had considerable successes, including a JobKeeper program during COVID, supports for digital transformation, commitment to a national strategy on volunteering and, with a change in government, a federal minister for charities. With an end to the pandemic in sight and a much more positive relationship with government, the Crisis Cabinet disbanded in September 2022.<\/p>\n

In the UK, 55 organizations formed the Civil Society Group in November 2021 to increase collaboration and communication among charities, improve relationships with government and ensure better outcomes for communities. The Civil Society Group describes<\/a> itself as being \u201can organization that isn’t an organization.\u201d Rather, it harnesses<\/a> the \u201ccollectives strengths of diverse charities\u201d and makes \u201cworking together the norm<\/a>, not just something that happens in times of crisis.\u201d It does not aim to be the sole representative policy voice for the sector or supplant the work of other infrastructure organizations, but instead to amplify and accelerate influence on policy makers. Participation is open to any interested organization and is already quite diverse, which has nevertheless produced agreement on shared priorities<\/a>.<\/p>\n

Why is there so little coordinated action in Canada?<\/h2>\n

\"\"<\/a> How might Canada\u2019s charitable sector strengthen its ability to collaborate and affect public policy? With the sense of urgency in this transformational period, the Muttart Foundation<\/a> and the Max Bell Foundation<\/a> commissioned my research team to help start conversations about a new cross-sector leadership vehicle. We produced a background paper<\/a> on cross-sector leadership models and conducted interviews (N= 41) with a wide range of sector leaders, summarized as a second report<\/a>.<\/p>\n

There was general consensus among interviewees that leadership across the sector could be strengthened, although there are differing assessments of how best to do this. There is no appetite for a new organization, as a formal incorporated entity, that would take the place of existing infrastructure organizations. Rather, three potential structures \u2013 all of which would provide meaningful engagement with justice and equity-seeking groups \u2013 were identified:<\/p>\n