Ontario is anticipated to grow by 3.1 million people over the next two decades. A majority of this growth will happen in urban centres across the province, which will put additional demands on local communities. Provincial nonprofit and voluntary organizations play a significant role in servicing local communities, and as such, will be critical in accommodating this growth. Leaders within nonprofit and voluntary sector organizations have a unique opportunity to play a role in building capacity within this sector to help organizations meet the growing demand for their products and services to fulfill their missions.
Ontario’s Long-Term Outlook
A recent report produced by the Ministry of Finance, entitled “Toward 2025: Assessing Ontario’s Long-Term Outlook”, paints a picture of how Ontario will grow over the next 20 years.
Much of Ontario’s demographic outlook is understood based on the current age structure of the general population. Five key trends are projected:
- Slower but still significant population growth
- Population growth increasingly driven by immigration
- A concentration of population growth in urban regions
- Slower growth of the core working-age population
- A shift to older age structure
Collectively, an aging population in combination with lower birth rates will result in slower growth of the core working-age population. The rapid growth of the number of seniors, will result in an older age structure with the median age projected to rise from 38 years in 2005 to 42.1 years by 2025. Per-capita provincial government health spending for seniors is over three times higher than the average for the population as a whole. Therefore, aging, combined with population growth, will continue to put pressure on heath spending.
In order to grow the tax revenue from the working-age population the Ontario government is looking to attract 125,000 immigrants annually over the next 20 years. The GTA, which currently attracts about 40% of all immigrants to Canada, is projected to be by far the fastest-growing region, accounting for about 60% of Ontario’s expected population growth over the period. The extent and regional distribution of population growth will affect the type of infrastructure needed in different parts of the province, from highways to transit to electricity to schools.
Community Support and Infrastructures
Communities are the platform upon which a population’s habits are formed. Healthy behaviours, education, and interactions with others (parents, friends, mentors) are developed within this setting. In time, members of these communities will go on to form the basis of the workforce and will be responsible for raising another generation.
There is significant evidence that supports the fact that well-designed and supported communities enjoy significant benefits over communities that are not. One example of this is demonstrated through obesity rates. A recent study published in the Canadian Journal of Public Health reports that it is not how much time children spend watching TV or even their genetic make-up, but rather where children live that could the biggest factor in determining whether they become obese. The report suggests that children from poorer families and unsafe neighbourhoods have a much higher chance of being overweight than their counterparts from wealthier neighbourhoods. Access to safe parks and play areas, sports and recreation facilities that are close to the homes of most residents, well-maintained, and safe are key elements in how actively engaged children will be in making positive choices with respect to their personal health.
Research suggests that at a basic level an individual’s need for safety, security, a sense of belonging and self worth are tied to the community in which we reside. Communities play a large role in how we view the world, they shape our norms and values, our ambitions, and our responses. A well-designed and supported community has many “assets” that positively influence the experiences of individuals residing within it. Community assets are both tangible (i.e. physical infrastructure such as: sports and recreation facilities, community centres, schools, safe sidewalks, bicycle paths and trails) and intangible (i.e. services and supports provided by nonprofit and voluntary organizations to groups within a community such as children, youth, seniors or persons with disabilities).
The Role of Canadian Nonprofit and Voluntary Sector Organizations
A recent national survey of nonprofit and voluntary sector organizations provides the first national portrait of the many thousands of nonprofit and voluntary organizations that are the cornerstone of Canadian communities. An estimated 161,000 nonprofit and voluntary organizations operated in Canada in 2003. These organizations are widely diverse in nature, touching virtually every aspect of Canadians’ lives. These organizations have a significant economic presence and serve as vehicles for citizen engagement, involving millions of Canadians in their activities as members, volunteers and financial donors.
The study revealed that nonprofit and voluntary organizations tend to be focused on providing services within their own neighbourhood, city, town or rural municipality. Many of these organizations serve the general public, but many also target their services to specific populations such as children, youth, seniors, or persons with disabilities.
A recent report produced by The Ontario Trillium Foundation, entitled Community Conversations, sheds some light on how well nonprofit and voluntary organizations are meeting the changing needs in their community. While 82% agreed that strong voluntary organizations are a sign of a vital and healthy community only about one quarter agreed that these organizations could be considered “strong” within their community. Among other issues, such as funding and building a volunteer base, the report outlined a need for “training in strategic planning, marketing, fundraising, proposal writing and volunteer management. We also heard there is a need for qualified board members and training to help understand governance.” The need for these skills and competencies within nonprofit and voluntary sector leaders is mirrored in another report, entitled The Capacity to Serve: A Qualitative Study of the Challenges Facing Canada’s Nonprofit and Voluntary Organizations. Progressive leaders within nonprofit and voluntary sector organizations are increasingly required to exhibit strong management approaches in a number of functional disciplines to help identify new market opportunities, ensure corporate accountability, and help organizations maintain a long-term competitive advantage.
Ontario’s Long Term Outlook vs. Community Capacity
Population growth of more than 3.1 million people in Ontario over the next two decades will by itself increase the demand for community infrastructure. The regional distribution of growth is projected to occur overwhelmingly in the already densely populated GTA and other large urban centres of the province. In addition to regional patterns of population growth, the rapidly growing number of seniors will influence the demand for certain types of public infrastructure such as residential care facilities.
In order to accommodate this growth, Ontario’s communities need to have the appropriate level of physical infrastructure as well as services and supports primarily provided through nonprofit and voluntary organizations. The increased pressures on the Ontario government balance sheet will likely impact investments into infrastructure and community services. Evidence clearly shows, however, that the long term vitality of the population will depend on sustainable growth through proper planning and investment at the community level.
Nonprofit and voluntary organizations are increasingly recognized for the important role they play in society, but there are concerns that the full potential of their contribution is not being realized. Currently, a number of these organizations struggle with appropriate financial and human resources needed to deliver their program and services. Given the reality of the challenges the province of Ontario will face over the next two decades, there is a real need for trained, competent, and resourceful leaders who can leverage this unique opportunity and play a role in building capacity within this sector and help organizations meet the growing demand for their products and services to fulfill their missions.
Chris Markham, CMA, is Director of Operations for the Ontario Physical and Health Education Association (Ophea). He can be reached at chris@Ophea.org.
