CharityVillage® Research: Public, private, voluntary sectors must redefine relationships

Resources & Library

Path: Main Street : Resources & Library : Research Articles : Feature Article

Public, private, voluntary sectors must redefine relationships
November 13, 1996; Canadian FundRaiser
Profound change in Ontario is affecting all segments of society, but its greatest impact is on the province's voluntary sector. This sector, made up of two million volunteers in some 60,000 organizations, has been battered by the Conservative government's fiscal measures in what amounts to double trouble: there's been a dramatic increase in both its social responsibilities and its financial challenges. Suddenly, there is much more to do with much less.
Despite funding cuts, however, the Ontario government says it has not abandoned its volunteers. On the contrary, if we can trust appearances, it may be determined to help them adapt to the changing fiscal regime and perhaps even capitalize on it. Through four months of consultation with volunteers and their leaders, the government's Advisory Board on the Voluntary Sector has been looking for ways that government laws and policies can be changed to make life easier for Ontario's volunteers, and at strategies it can undertake to strengthen voluntary action.
A final report on the board's findings and recommendations will be presented to Premier Mike Harris early in the new year, but many observations on the formidable task facing volunteers are revealed in the board's recently written discussion paper, Sustaining Civic Society - Voluntary Action in Ontario. The result of two summer conferences in Toronto and a one-day event in July, with 17 provincial leaders of the voluntary sector, it was used to facilitate nine regional meetings with volunteers throughout Ontario during October, the final activity before the report is written, save for a look at information technology.
Process began last Fall
The new Ontario government's Speech from the Throne on September 27, 1995, contained a directive from the premier to Julia Munro, his parliamentary assistant and the MPP for Durham-York, to do something to foster volunteer activity in Ontario. To determine what should/could be done, Munro created an eleven-member advisory board (see box) with Sally Horsfall as chair. Given its duties to both determine the facts and make recommendations, the board was not unlike a commission of inquiry.
Beginning with ten first principles (see First Principles of Voluntary Action below), the discussion paper addresses how the voluntary sector can adapt to its changing role in society by examining what goals it shares with government and business. Here it sees the critical importance of volunteerism to civic society flowing from its aid to the public good, the idea being that volunteerism springs from citizenship and social responsibility. "As the voluntary sector continues to evolve and grow, it will be shaped by an understanding of our concern, respect, compassion and obligation to one another within society," the document reads. Government's function, meanwhile, is the protection of the public good. This, the paper suggests, provides a mutual and enduring foundation, even though the relationship between the two is changing. Government would be wise to forget about managing the voluntary sector and focus instead on removing any obstacles to its growth, an initiative that would lead to eventual self-government by the sector. The paper notes that such a development would require voluntary organizations to collaborate while competing for resources.
Involve sector in policy development
A redefinition of the relationship between government and the voluntary sector, the paper suggests, might see government funding essential services provided by the voluntary sector and refraining from additional cuts without prior discussion within the sector. Further, the government could agree not to transfer responsibilities to the sector without concomitant funding. Another suggestion is to involve the voluntary sector in the development of relevant government policies, which is precisely what the advisory board is doing, or designating a cabinet minister responsible for the voluntary sector.
On a practical level, government could try to eliminate barriers to the use of public resources such as space in schools and libraries, get insurance companies to stop penalizing voluntary organizations that hire people with disabilities, and make representations to Ottawa on federal tax legislation affecting voluntary organizations.
Reciprocal business/voluntary sector relationships
The relationship between the voluntary sector and business also requires redefinition, says the discussion paper. More businesses should be encouraged to invest in the voluntary sector by way of acknowledging their role as partners in the community; they should be made to see the benefit of supporting community well-being which in turn would have them recognize the value of reciprocal relationships and resource sharing with the voluntary sector.
Encouraging voluntarism among employees and establishing minimum standards for corporate donations are two objectives, but in a newly defined relationship, business should recognize that it has more to give than staff and money; there are also physical resources, leadership, training, and expertise. Businesses should be able to claim for tax purposes the wages paid employees while working as volunteers.
If there is a key word in the discussion paper, it is change. Society is changing, government is changing, business is changing. Therefore, the clear message is that whether it wants to or not, the volunteer sector must change to remain relevant. Change presents both obstacle and opportunity. For example, the paper notes, an aging population creates more demand for services, but it also provides a larger volunteer pool. As well, high unemployment creates more demand for services, but also brings volunteers looking for work experience that will lead them to a paying job.
Equivalent stature with other sectors of society
"The vision for the voluntary sector of the future," says the paper, "is one where it has the position of equivalent stature and reciprocity with other sectors of our society. In this position, the voluntary sector would seem to have valuable resources and expertise that not only warrant support from the public, government and business, but also have much to contribute to those segments of society.
Within this vision, voluntary organizations will be particularly skilled in networking and building bridges - within the voluntary sector and outside. Within the sector, organizations will collaborate to build a common voice that can speak with strength and cohesiveness on issues that cut across the sector. Outside the sector, voluntary organizations will be acknowledged partners in the workplace and in government policy development processes."
Sustaining a Civic Society is only a discussion paper, and not government policy. How many of these ideas become government policy will not be known until the new year. We live in hope.

First Principles of Voluntary Action

Voluntary Action is willing and non-salaried

Voluntary Action includes advocacy as an essential part of democracy

Voluntary Action is a hallmark of civic society

Voluntary Action values diversity

Voluntary Action complements, and does not displace, essential services

Voluntary Action is an expression of responsibility to one another

Voluntary Action advances quality of life

Voluntary Action should complement, not replace, jobs

Voluntary Action is rewarding and satisfying

Voluntary Action is enhanced when a volunteer's own essential needs are met

The Advisory Board on the Voluntary Sector in Ontario

Sally Horsfall (Chair)
Eric Barton
Carl Cadogan
Gary Gould
Fiona Knight
Linda Mollenhauer
Ratna Omidvar
Jean Ritchie
Gisela Shivanath
Carl Sulliman
David Sutherland
Barbara Thornber

For more information concerning the Advisory Board on the Voluntary Sector, call Sally Horsfall, (416) 927-9353.