Capacity Joint Table Work Plan
Vision (5 years and beyond)
Optimal capacity in the voluntary sector -- i.e., voluntary sector organizations that are financially sustainable, accountable to funders/stakeholders, effective partners with government, private enterprise and other voluntary sector organizations, responsive to evolving needs, autonomous in carrying out their missions, and well-equipped to accomplish their goals.
Mandate and Goal
The mandate of the CJT is to serve as a vehicle for the voluntary sector and the Government of Canada to jointly work to contribute to a better understanding of current challenges facing the sector and to collaboratively develop means to strengthen the sector's capacity to meet the demands that Canadian society places on it.
The central goals, identified in line with this joint mandate are:
- To make strategic investments to strengthen the capacity of both the voluntary sector and government to collaboratively develop policies, programs and services;
Three key strategic investment tools were described in the Working Together report:
- Research and Information Sharing - to support applied and participatory research, as well as consultation, to build a base of knowledge, identify gaps in capacity, share information and assets and develop new tools or resources that are of value to voluntary sector organizations and government in addressing challenges in relation to the five capacity dimensions outlined above. Related research objectives include identifying significant research gaps, directing investment of resources to support new research needed to enhance capacity in the sector; identifying policy implications of existing and recommended research; developing a multi-year research agenda on the voluntary sector; and further analysis of the National Survey on Giving, Volunteering and Participation and dissemination of dissemination of both existing and new research through a variety of channels to voluntary organizations and concerned federal departments.
- Recruitment and Skills Development: To strengthen the capacity of voluntary sector organizations, at both the local and national levels, to implement more effective recruitment practices and better staff training -- to be developed collaboratively by government and the sector (e.g., through pilot projects).
- Policy Internships and Academic Fellowships: To promote exchange of expertise and enhanced policy development in both the sector and government, to be developed in collaboration with the sector and other relevant stakeholders (academic institutions, research councils, etc.)
- To further dialogue and shared understanding by more broadly engaging the voluntary sector and government in the development of perspectives on current and emerging capacity concerns; and, more specifically
- To enhance the capacity of the voluntary sector, through several strategic investments, in relation to the following five capacity dimensions:
- Financial stability and sustainability: the ability of voluntary sector organizations to access and manage the financial resources they need to attain their mission and accomplish their goals in a way that is accountable to relevant stakeholders.
- Policy capacity: the ability of the voluntary sector to identify issues, determine options and inform governments of policies and programs most likely to impact positively on Canadians.
- Human resources planning and management: the capacity to harness, motivate, nurture, manage and reward the individual and collective efforts of paid staff, volunteers and board members (CJT HR focus is on paid staff).
- Structural capacity: infrastructure and organizational capacity - including leadership and governance structures.
- Knowledge and use of information: the establishment, enhancement, management and effective use of information.
Guiding Principles for Workplan Implementation
- Consultation and inclusiveness: Particular attention will be paid to engaging the voluntary sector and all other stakeholders who have expressed an interest, including the provinces, in all aspects of workplan implementation.
- Fairness/Transparency: Decisions and work done under auspices of CJT will be fair, ethical and transparent.
- Collaboration: Every effort will be made to establish linkages and synergies with other committees, working groups and other relevant parties, across the public, private and voluntary sectors and across jurisdictions.
- Building on existing resources: Every effort will be made to build on the existing body of knowledge. The CJT will make use of existing conferences, experts, think tanks and other information channels throughout the process.
- Flexibility: A flexible approach will be adopted to deal with unexpected challenges and to take advantage of opportunities.
- Breadth of research approach: Both qualitative and quantitative research will be undertaken.
- Short- and long-term investment strategy: Investments should be guided by a dual strategy that supports both work that can bring immediate benefits for the sector, and longer-term results. Recommendations for short-term investments would be based on the current state of information, while strategies that support longer-term policy positions and recommendations would need to be based on newly established evidence. A dual strategy approach also takes into account the fact that key deliverables carried out in the early stage may change present directions for longer-term strategy.
A. Profile of the Voluntary Sector in Canada
Comprehensive analysis of voluntary sector organizations in Canada. The foundation to comprehensively profile the voluntary sector will be the collection and analysis of baseline data covering the breadth and scope of voluntary sector organizations in Canada through a series of research initiatives.
Budget: $5.5 M
- Master list of Canadian voluntary sector organizations
- National Survey of Voluntary Organizations including:
- Phase I Report on baseline data with respect to the size and scope of the voluntary sector (to serve as benchmark for future assessment of changes) - Fall 2002
- Targeted surveys (HR, Finances, Structural, Knowledge Transfer - January 2003
- Phase II Report on targeted research from Phase I. Research activities could include identified needs in the areas of human Resources, finance, policy, structure and knowledge transfer. - September 2003
- Recommendations for future research and capacity building investments (evidence based decision-making) - December 2003
- Future joint work for government and the voluntary sector (advice to ministers) - June 2005
- Knowledge Transfer Strategy - June 2002
B. National Survey on Giving, Volunteering and Participating
Further dissemination and analysis.
C. Skills Development and Recruitment Strategy
- Discussion paper on current and future human resources challenges/issues in the voluntary sector
- Inventory of existing training and skills development options in voluntary sector - November 2001
- Pilot projects to test means to strengthen human resources capacity - May 2002
- Investment strategy and recommendations for closing gaps and meeting priority needs. - August 2002
D. Policy Internships and Fellowships
- Review of current internship and fellowship programs - September 2001
- Pilot projects: Internship and Fellowships between government and voluntary sector -
- Recommendations for next steps for long term implementation -March 2003
- CJT recommendation for SIDPD criteria and solicitation process - March 2001
E. Unique Deliverables
- Plan of action for priority work areas related to financing - June 2001
- Recommendations on effective financial management tools and resources -March 2002
- Policy competencies assessment tool -February 2002
- Policy/program development training options -April 2002
- Report on appropriate/optimal governance -September 2004
- Innovative approaches to operations - on-going on VSI website - On-going
Allocations include 15% for administration of projects
- Working Together
- TBS Submission
- Capacity Joint Table Terms of Reference