Conversations on policy leadership for Canada's charitable & nonprofit sector: interview results

This study considers how Canada’s charitable, nonprofit and philanthropic sector could be more engaged in and have a greater impact on public policy so as to produce better outcomes for the many communities it serves. This project stems from a conviction that the sector could be more effective if it were more coordinated, more visible and more skilled in public policy advocacy. This report is the second part of an ongoing conversation; the first analyzed the literature on infrastructure organizations and leadership mechanisms. This report puts this background research in motion by taking a sounding of 41 nonprofit leaders across Canada (and some internationally), asking them: is a new leadership mechanism needed and, if so, what are the preferred options for its structure and operations?

The current policy leadership of the sector is seen to be limited by: a lack of coordination across organizations – the problem of “getting our act together;” ineffectiveness as policy advocates; and lack of equity-seeking group participation in existing sector leadership mechanisms. There is widespread agreement that sector policy leadership 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. The preferred option for a new, more coordinated mechanism is one that operates as a network or umbrella, although we also heard interest in a participatory forum and a purpose-built advocacy ‘shop.’ Participants would be primarily national, provincial, and regional organizations but there is a clear concern that this must include equity-seeking and historically excluded groups (with an interest in policy engagement). A key challenge will be balancing inclusive participation by the breadth and diversity of the sector with the ability to act in a timely manner.

How a new mechanism is formed, and who leads the process, will affect its legitimacy and the willingness of others to participate. Some means of bringing together and animating collaboration among a variety of leaders and organizations is required, perhaps as an initial discussion, conference or ‘forum.’ But, this should not be a lengthy or onerous process. Financial resources will be required in this incubation and start-up phase, and most respondents looked to a consortium of foundations to fund this work, with the caveat that funders should not have an undue (real or perceived) influence on its goals, structure or operations.