Last month, a group of committed folk came together for the second annual Ontario Nonprofit Network (ONN) forum. Representing the diverse interests, concerns, and hopes of the Ontario nonprofit sector, it was apparent the 100-or-so attendees were ready to get down to business. Titled Our Sector, Our Vision: Shaping a cross-sectoral strategy, the event was unprecedented and opportune. After all, there doesn’t seem a better time for the nonprofit sector to explore common issues and establish strategies for effective and empowered steps forward.
Where’s our seat?
The sense from participants and organizers alike is the two-day event was a rousing success. “It was a different kind of conference,” explains ONN co-chair Lynn Eakin. “People didn’t just come to be told something, it was about participating, engaging and talking about the future of sector.” And despite the myriad of voices representing potentially divergent perspectives, all seemed to agree on certain fundamental objectives, namely: the need to raise the nonprofit profile and establish a common voice so as to secure a much-deserved seat at government policy tables.
But, as Ontario Trillium Foundation chair Helen Burstyn expressed in her presentation, despite the formidable role of the sector and its size (1 in 11 Ontarians work in the nonprofit sector, representing three times the size of the auto industry), it remains fragmented and oft-times, poorly organized. Especially considering the innumerable challenges ahead, nonprofits should insinuate themselves into policymaking to catapult the sector forward. “The sector will not be as successful as it should be without being better at capturing and holding the attention of government,” said Burstyn.
So how does the sector attract the ear of policymakers? Outlining the sector’s impact on the economy is a good place to start. But leave traditional approaches at home, Burstyn pleaded. It’s not about asking government leaders what the country can do for the sector, it’s demonstrating what the sector can do for the country. And make sure to come to policymakers with a strong, unified voice. Collaboration is priceless, she continued. One well-crafted brief submitted collectively will send a much stronger, message than a multitude of briefs submitted by self-interested organizations. “If you want materials to land on policymakers’ desks and not go straight in their recycling bins, a coordinated approach is the way to go,” said Burstyn.
Who, what and why
Enter the ONN. Formed a year and a half ago, the ONN has been working hard ever since helping organizations collaborate, communicate, advocate, and create a strong, unified cross-sectoral voice in the province. The catalyst behind their formation was a consultation paper presented in 2007 by the government, proposing ways to modernize the Ontario Corporations Act. It quickly became obvious that the sector lacked a cohesive and informed voice able to comment on the particular legislation, despite the fact that it played such a vital role in the nonprofit arena. An expert working group was formed, culling together the best minds across the sector. Briefs were formulated, providing recommendations which were then sent to organizations for feedback.
And so the role of ONN was baptized. Since then, the network brought experts together on a range of issues, including accounting standards, social entrepreneurship, and CRA fundraising expense guidelines. “We’re trying to break down silos and harness the energy and expertise that exists in the NP sector,” offers director, Constance Exley. But with the incredibly diverse sub-sectors, each with priorities and objectives so seemingly divergent, is it really possible to pursue cross-sectoral agendas? According to the ONN, the answer is: so far so good.
A network of networks
Apparently, it comes down to approach. Billed as a network, rather than an organization, the group is quick to assert what it’s not: it doesn’t represent the sector or its diverse voices, nor does it claim to speak on anyone’s behalf. That method was attempted in various incarnations in the past, with little success. Instead, ONN supports the formation of constellations – made up of experts in the field who come together on issues of commonality – and enables discourse and strategy sessions. “I find the networking approach very exciting because it’s so inclusive and I’m very optimistic that this time we will manage to raise the profile of the sector,” says Eakin. “The way they went about it is brilliant,” echoes Margaret Hancock, ED of Family Service Toronto who took part in the efforts to revise the Corporation Act. “They’re not getting bogged down in governance, in structural matters,” she explains further.
“And we’re not into content,” adds Eakin, touted as one of ONN’s primary instigators. “We don’t ask where should money go, we don’t touch that kind of issue because that’s about priorities.” What’s more, says Hancock, the ONN structure is deliberately not seeking to build consensus or perfect representation on every issue. Not only is that liberating, she says, it gives the network a greater chance of success in the long-run. The most significant consideration for ONN is finding issues of common ground. And, yes, there are enough of those to go around to ensure the differences of opinion are outweighed by the shared aims, affirms Hancock.
Cross-sectoral perspective
Janet Gasparini agrees. ED of the Social Planning Council of Sudbury and chair of the Social Planning Network of Ontario, Gasparini is confident that working together on issues of commonality is feasible. She cites issues like funding, human resources and collaborative service delivery as great examples of areas around which cross-cultural conversations could be useful. “How do you solve these problems if not in an organized fashion?” she asks rhetorically. Likewise, she appreciates ONN attempts to engage representatives outside of Toronto to inclusiveness and that the whole province is onboard. The ONN is especially vital for organizations working on shoestring budgets with limited resources, offer Gasparini. Most smaller organizations don’t have the capacity or expertise to comment on many of these significant issues. “The network can convene expertise and move a big project along on behalf of the whole sector,” adds Hancock. “And that’s tremendous capacity.”
Next steps
Bringing a range of voices together in one room also helps sub-sectors learn from each other, says Eakin. For example, Exley is hoping representatives of the arts sector will share their best practices on areas in which they excel, such as advocacy and being highly organized. “We really want to tap into that,” she says. Meanwhile, upcoming ONN constellations will hopefully embrace issues of revenue generation and sustainability as well as the impact of tax harmonization.
ONN is also working at forming an advisory committee, ensuring a connection to what’s happening on the ground and a system of checks and balances. The committee will provide initial feedback to constellation reports before sending them out more broadly. ONN will also be organizing a range of regional consultations, webinars, training sessions and other activities. Of course, with advocacy at ONN’s core, funding is a challenge. “A sustainability plan is our big focus because we need to have the money to respond to issues as they come up,” explains Exley. Yet, despite obstacles, both current and prospective, if the mood at the forum was any indication, ONN is on its way to achieving what many before them have been unable: a vehicle for fostering cooperation, communication, a higher profile and, ultimately, a seat at the policy table.
Elisa Birnbaum is a freelance journalist, producer and communications consultant living in Toronto. She is also president of Elle Communications and can be reached at: info@ellecommunications.ca.
Please note: While we ensure that all links and email addresses are accurate at their publishing date, the quick-changing nature of the web means that some links to other websites and email addresses may no longer be accurate.
