Working Together:
WORKING
TOGETHER:
Engaging
Government
ENGAGING GOVERNMENT and the
and the
Non Profit Sector
NON PROFIT SECTOR
Presentation to the
Disabilities Health Research Network
October 2009
GNPI
BC’s GNPI:
Context, Environment
and Accomplishments to Date
GNPI
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
GNPI
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
GNPI
Common Challenges
•
•
•
•
•
•
Human resources
Capacity and infrastructure
Financial health
Increasing need and demand
Coordinated voice
Complex and varied accountabilities
GNPI
Building on Strength
• Examples of success in BC in
collaborating between government and the
NPS:
– Homelessness
– Accessible communities
– Healthy living
– Social enterprise
GNPI
Building on Shared
Values
• Mutual recognition
• Importance of collaboration
• Guiding principles
• Enabling regulatory environment
• Building capacity to serve
GNPI
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
GNPI
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
GNPI
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
GNPI
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
GNPI
GNPI SHORT-TERM
ACTION PLAN SUMMARY
2009/10
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Timeframe & Themes
Actions fall within five key themes:
I. Relationships
II. Business and Finance
III. Human Resource Capacity
IV. Integration and Inclusion
V. Aboriginal Relations
GNPI
I. Relationships
• Leadership Council
• Commitment to Collaboration
• Workgroups and organizational
structure
GNPI
Government Non Profit Initiative
Organizational Structure
Leadership Council
Government, Non-Profit,
and Volunteer Secretariat
Council Office
Human Resource
Capacity
Advisory Group
Business & Finance
Working Group
Vancouver Foundation
Aboriginal
Engagement
Advisory Group
Integration
& Inclusion
Working Group
Project Leadership
Project Coordination
Sustainable
Funding
Processes
& Technology
Working Group – to advise, review,
coordinate, and internally resource
Advisory Group – to advise, review,
and coordinate
LMP Advisory
Committee
GNPI
Service & Policy
Integration
Social
Innovation
II. Business & Finance
• Review policies and strategies
• Initiate Procurement Pilots
• Develop a Procurement Training
program
• Develop electronic tools and
templates
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III. Human
Resource Capacity
• Collaborate with the Labour Market
Partnership (LMP)
• Convene Human Resource
Workshops
• Implement a Leadership Exchange
Pilot
GNPI
IV. Integration &
Inclusion
• Develop new processes
• Implement cross ministry/ cross sector
actions
• Explore social innovation and
entrepreneurship opportunities
• Promote cultural, demographic, and
regional diversity
GNPI
V. Aboriginal Relations
• Develop and implement effective
structures for engagement
• Ensure Aboriginal representation in
all aspects of the Initiative
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Labour Market
Partnership
• Recruited Steering Committee with
broad representation
• Hired Program Manager – Catherine
Crucil
• Developing Project Charter, approve by
HSD
• Develop granting criteria
GNPI
Factors in Success
•
Joint & Equal Leadership and Funding
•
Broad-based Consultation
•
Champions
•
Non-Profit Sector Labor Market
Partnership
•
Willingness to step up
GNPI
Key Challenges
•
Finding a model to fit BC Context
•
Lack of a unified non profit sector voice
•
Challenge of Continuity
•
Current Economic Reality
GNPI
Lessons learned
•
Build Trust and Understanding
•
Create Capacity and Build Leadership
•
One Size Does Not Fit All
•
External Shifts Require Constant
Adaptation
GNPI
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)
GNPI
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
GNPI
Thank you
Faye Wightman
President and CEO
Vancouver Foundation
GNPI