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Non-Profit and Voluntary Sector A Workforce Strategy For Alberta’s

A Workforce Strategy for Alberta’s Non-Profit and Voluntary Sector

FOREWORD A Workforce Strategy for Alberta’s Non-profit and Voluntary Sector was developed by stakeholders from the non-profit/voluntary sector in collaboration with the Government of Alberta. Representatives from the non-profit/voluntary sector were involved in a series of meetings in 2007 and the feedback from those sessions formed this strategy. This document reflects input from those meetings as well as feedback received on the draft strategy. The Calgary Chamber of Voluntary Organizations (CCVO) and the Edmonton Chamber of Voluntary Organizations (ECVO) led and facilitated this process. Volunteer Alberta and the Human Resources Council for the Voluntary/Non-profit Sector also provided significant assistance and support in the development of the workforce strategy.

The following organizations contributed to the development of this workforce strategy:

• ABCHeadstart

• AccreditedSupportstotheCommunity

• AlbertaAssociationofServicesfor Children and Families

• AlbertaCollegeofSocialWorkers

• AlbertaCouncilofDisabilityServices

• AlbertaNetworkofImmigrantWomen

• AlbertaMuseumsAssociation

• AlbertaSeniorsandCommunitySupports

• BethanyCareSociety

• BoysandGirlsClubsofAlberta

• BoysandGirlsClubsofCalgary

• CalgaryandAreaChildandFamily Services Authority

• CalgaryChamberofVoluntaryOrganizations

• CalgaryHomelessFoundation

• CalgaryInter-FaithFoodBank

• CalgaryLearningCentre

• CalgaryPhilharmonicOrchestra

• CalgarySCOPESociety

• CalgaryStampede

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• CanadianMentalHealthAssociation, AlbertaDivision

• CatherineC.Cole&Associates (Heritage consultants)

• CentralAlbertaAIDSNetworkSociety

• CentralAlbertaDiversityAssociation

• CentralAlbertaImmigrantWomen’sAssociation

• CentralAlbertaWomen’sOutreachSociety

• CerebralPalsyAssociationinAlberta

• ChinookEdgeSchoolDivision

• CityofCalgary

• CommunityInformationandReferralSociety

• CrossCancerInstitute

• EdmontonChamberofVoluntaryOrganizations

• E4C

• EdmontonMennoniteCentreforNewcomers

• ElizabethFrySocietyofCalgary

• Family&CommunitySupportServices

• FamilySchoolWellness,Chinook’sEdge SchoolDiv.73

• FamilyServicesofCentralAlberta

A Workforce Strategy for Alberta’s Non-Profit and Voluntary Sector A Workforce Strategy for Alberta’s Non-Profit and Voluntary Sector

BACKGROUND

AlbertaisaleaderineconomicgrowthinCanadaandtheworld.However,Albertaisfacedwithlabourandskillshortageswhich,ifnotaddressed,willlimitourprovince’scontinuedeconomicgrowth,prosperityandquality of life.

Building and Educating Tomorrow’s Workforce(BETW)isAlberta’s10-yearlabourforcedevelopmentstrategy.Thisstrategyidentifies17government-ledpriorityactionstoensureAlbertahasmoreworkers,better-trainedpeople and innovative workplaces. These government actions address labour force issues across several industry sectors.

MeetingAlberta’slabourforcechallengesoverthenextdecaderequirestheparticipationandinvolvementofallstakeholders.Stakeholdersincludeindustry,labourgroups,professionalorganizations,volunteerandcommunityagencies,educationandtrainingproviders,Aboriginalgroupsandwhereappropriate,otherlevels of government. Each stakeholder has an important role to play. Strong collaboration and partnerships between government and various stakeholders are key to the successful implementation of this strategy.

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• GatewayAssociationforCommunityLiving

• GoldenCircleSeniorResidentialCentre

• HumanResourcesCouncilforthe Voluntary/Non-profit Sector

• JohnHowardSociety

• KidsHelpPhone

• MountainStandardTimeFestival

• NeighbourLinkParkland

• PrivateCareerDevelopmentContractors

• PublicInterestAlberta

• RedDeerCulturalHeritageSociety

• RedDeerSymphonyOrchestraAssociation

• RobinHoodSociety

• SocietyforAssistedCooperativeRecovery fromEatingDisorders

• TheCalgaryFoundation

• TheMuttartFoundation

• TheSupportNetwork

• TransitionsRehabilitationAssociationof St.AlbertandDistrict

• UnitedWayofCalgaryandArea

• UnitedWayoftheAlbertaCapitalRegion

• UniversityofCalgary

• VibrantCommunitiesCalgary

• Vocational&RehabilitationResearchInstitute

• VolunteerAlberta

• VolunteerEdmonton

• YMCAofEdmonton

• YouthandVolunteerCentre

Thank you also to the many other organizations and individuals who provided valuable input throughwebsites,e-mails,lettersandconversations.


Sector-Specific Workforce Strategies

WhiletherearemanycommonlabourforcepressuresacrossindustrysectorsinAlberta,somesectorsarefeeling certain pressures more acutely than others. Actions are needed to address the unique labour force issues and challenges of each industry sector.

IndustrystakeholdersareworkingwiththeAlbertagovernmenttodevelopsector-specificworkforcedevelopment strategies. The non-profit sector is committed to playing a lead role in building and educating theirworkforceoverthenext10years.A Workforce Strategy for Alberta’s Non-profit and Voluntary Sector provides sector associations and individual employers with a framework of sector-led actions to build the labourforceneededtosupportcontinuedgrowthoverthelongterm.Ascircumstancesandprioritiesshift, itcanbeexpectedthatthesectorwillrevisitthisstrategytoensureitsrelevancy.

The non-profit sector will lead the implementation of strategy actions. High levels of co-operation and collaborationwithinAlberta’snon-profitsectorarerequiredforsuccessfulimplementationoftheworkforcestrategy. Creative solutions and a synergistic approach to implementing initiatives work best when stakeholders come together to work in partnership. Therefore government is helping to bring stakeholders together,includingthosefromothersectors,toworkoncommonactionsandinitiatives.

Albertansarethelong-termbeneficiariesofthisimportantcollaborationtobuildAlberta’sworkforceover thenextdecade.

PROFILE OF ALBERTA’S NON-PROFIT/VOLUNTARY SECTOR

Sector Definition

Canada’sVoluntarySectorInitiativedefinesthenon-profit/voluntarysectoras:“self-governingorganizationsthatexisttoservethepublicbenefit,generatesocialcapitalbutdonotdistributeprivateprofittomembers,dependtoameaningfuldegreeonvolunteers,involveparticipationonavoluntarybasis,andareindependentor institutionally distinct from the formal structures of government and the profit sector.”1

Itshouldbenotedthatthenon-profit/voluntarysectorhasonlyrecentlybecomeregardedasasector.2 Organizations within the sector are defined as organized; independent (institutionally separate from the government,eventhoughtheymayreceivesupportfromgovernmentsources);notprofit-distributing (theyarenotprimarilycommercialinpurposeanddonotdistributeprofitstoasetofdirectors,stockholdersor managers); self-governing (are fundamentally in control of their own affairs); and voluntary (membership or participation is neither compulsory nor coerced).

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An Accord Between the Government of Canada and the Voluntary Sector,VoluntarySectorForum,2001Funding Matters: the Impact of Canada’s New Funding Regime on Nonprofit and Voluntary Organizations, Summary Report,KatherineScott,2003

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A Workforce Strategy for Alberta’s Non-Profit and Voluntary Sector A Workforce Strategy for Alberta’s Non-Profit and Voluntary Sectori

Thesectorisincrediblydiverseandincludesregisteredcharities,incorporatednon-profitorganizationsandgroupsthatareneitherregisterednorincorporated.Employeescanrangefromonetohundreds,butmorethan half of the organizations in the sector have no paid staff and are fully dependent on volunteers.3

Non-profitorganizationsoperateinawiderangeofareas.TheInternationalClassificationforNon-profitOrganizations(ICNPO)dividesthesectorintothefollowingcategories:cultureandrecreation;educationandresearch;health;socialservices;environment;developmenthousing;law,advocacyandpolitics;philanthropicintermediariesandvoluntarismpromotion;international;religion;businessandprofessionalassociations,unions; and not elsewhere classified.4Quasinon-governmentalorganizations(quangos)arehospitals,universitiesandcolleges.Whiletheyarenon-profit,theyarelocatedinthe“quasi-publicsector.”5 Quangos fall beyond the scope of this strategy and will not be included in the definition of the sector.

Importance to the Provincial Economy

StatisticsCanadahasbegunmeasuringthecontributionofthevoluntarysectortoCanada’sGrossDomesticProduct(GDP).In2000,thenon-profitsector’sshareofGDPwashigherthaneithertheagricultureormotor vehicle manufacturing industries and equivalent to the Canadian accommodation and food services industry.In2001,thenon-profitsector’sGDPamountedto$25.4billion,2.5percentoftheoverallCanadianeconomy.Ifvolunteerhoursareadded,thesector’sshareoftheoverallCanadianeconomyin2000jumpedfrom2.3percentto3.5percent.6WhiledetailedeconomicdataonthesectorisnotavailableforAlberta,weknowthatAlberta’snon-profitsectorgeneratedtotalrevenueof$9billionin2003.7

Whileputtingadollarfigureonthenon-profitsectorcreatesaclearerunderstandingofitsimpactonboththeprovincialandnationaleconomy,thesector’ssignificancemeasuresfarbeyonditsdollarvalue.Non-profitsalsoprovidethesocialcapital,servicesandinfrastructureessentialtomaintainingasustainableandprosperouseconomic environment for all sectors. The benefits provided for individual Albertans and broader society are often incalculable.

Alberta has seen and continues to see growth in the number of non-profit organizations. The first half of the 1990saccountedforthemajorityofgrowthinregisteredcharitiesasthegovernmentchangeditsapproachtoservices.SocialserviceagencieswerecreatedtoaddressAlbertans’needsandtheseagenciesaccountedforapproximatelyhalfthegrowthinthesector.8 Growth continues to occur in response to an aging population; population shift to cities; changing public attitudes; advances in knowledge; new family structures; urban aboriginal population growth; immigration patterns; and changing government roles.

Taking Stock: Examining the Financing of Nonprofit Community Organizations in Calgary,LynnEakin,MatthewKealeyandKatherinevanKooy,2006Satellite Account of Nonprofit Institutions and Volunteering, Statistics Canada, 2004Understanding the nonprofit/voluntary sector: a guide for community-engaged learning, CommunityService-Learning, UniversityofAlberta,2007Cornerstones of Community: Highlights of the National Survey of Nonprofit and Voluntary Organizations. StatisticsCanada,2004The Nonprofit and Voluntary Sector in Alberta: Regional Highlights from the National Survey of Nonprofit and Voluntary Organizations,RobertRoach,2006Proliferation of Charities,UnitedWayofCalgaryandArea,2006

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Thesocialimportanceofthenon-profitsectorwillbecomeevenmoreevidentasAlberta’seconomycontinuestoboomandotherindustriesattractnewworkerstotheprovince.Forexample,aspartoftheirworkforcestrategies,theenergy,manufacturing,retail,andtourismandhospitalityindustrieshaveallnotedtheneedforsocialservicessuchasimmigrantsettlementservices,EnglishasaSecondLanguagesupport,parentalandchildcareprograms,andcreatingwelcomingcommunitiesasameanstoattractandretaintheworkerstheyneed.Supportsfortheseworkerswillcomelargelyfromthenon-profitsector.IfAlberta’scommunitieslacktheartistic,cultural,recreational,sportandsocialinfrastructurethatmakethisprovinceavibrantplaceforworkersandtheirfamiliestolive,thenothersectorsoftheAlbertaeconomywillbeunabletoattractpeopletotheir workplaces.

Employment

Alberta’snon-profitsectorisamajoremployer.Itsmorethan19,000non-profits,charitiesandcommunity-basedorganizationsemployedover105,000staffin2003.Avolunteercomplementof2.5millionpeopledonated449millionhoursoftime.Albertahasthehighestpercapitanumberofnon-profitsinthecountry.10

Morethanhalf(58percent)ofallnon-profitandvoluntaryorganizationsinAlbertahavenopaidpersonnel.11 Themajorityoforganizationswithpaidstaffemployonetofourpeople.Sixty-fourpercentofpaidstaffworkfororganizationswithannualrevenueof$1millionormore.Theselargenon-profitsaccountforjustoverfiveper cent of organizations in the sector.12

Fifty-sevenpercentofemployeesarefull-timeand43percentareparttime;45percentareinnon-permanentpositionsand55percentareinpermanentpositions.13Manypositionsarecontracted.Overtimeiscommonandnotallworkersarefullycompensatedfortheirextrahours.Thelackofjobsecurity,workoverloadandlackof proper compensation contribute to attraction and retention issues in the non-profit sector.

Overall,thenon-profitworkforceispredominatelyfemale–aboutthreequartersofpaidstaffarewomen.14In1999,26percentofemployeesinthenon-profitsectorinCanadawereundertheageof35comparedto37per cent in the for-profit sector.15

Occupationsinthissectorarewide-rangingwithvaryingeducationandskillrequirements,althoughtheworkforceisgenerallywelleducated.In1999,58percentofworkersemployedinnon-profitworkplaceshadcompletedapost-secondarycertificate,diplomaoruniversitydegree.16

Cornerstones of Community: Highlights of the National Survey of Nonprofit and Voluntary Organizations. StatisticsCanada,2004 Proliferation of Charities, United Way of Calgary and Area,2006Human Resources Issues for Alberta’s Nonprofits, CalgaryChamberofVoluntaryOrganizations, 2006IbidThe Nonprofit and Voluntary Sector in Alberta: Regional Highlights from the National Survey of Nonprofit and Voluntary Organizations,RobertRoach,2006Human Resources Issues for Alberta’s Nonprofits,CalgaryChamberofVoluntaryOrganizations,2006 Skills and Training in the Non-Profit Sector, KathrynMcMullenandGrantSchellenberg, CanadianPolicyResearchNetworks,2003Facts for a Solid Foundation, TheVocational&RehabilitationResearchInstituteforWorkforce2010,2003

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Salaries are influenced by a number of factors including the size of the organization; rural-urban locale; constituency served; and services offered. Salaries and benefits for workers in the non-profit sector lag behind those for both government and private sector employees in similar occupations.17In1999,anationalstudyfoundmanagers,professionalsandthosewithtechnical/tradesoccupationsinthenon-profitsectorrankedinthe bottom one-third for earning distributions when compared to their for-profit counterparts.18

OUTLOOK

WiththeeconomicboomthatAlbertaisexperiencing,thedemandforservicesfromthenon-profitsectorwillincrease.Theenergysectornotedinitsworkforcestrategytheneedtopartnerwithothersto“provideimproved support programs and networks for integrating new immigrants” who will be brought in to address thelabourshortage.Initsworkforcestrategy,thetourismandhospitalityindustrynotedtheneedformoreaffordablehousing.Bothindustriesrefertoservicesprovidedbythenon-profitsector.

Sowhilethenon-profitsectorwillbecalleduponformoresupport,itwillfinditselfinstrongcompetitiontohireandretainstaffinordertodelivertheseservices.Ifqualifiedstaffcannotberecruitedthenservicescouldbecurtailed;servicescouldbediscontinued;orunqualifiedstaffcouldbehired.Unqualifiedstaffwouldleadto greater risks not only for the non-profit sector but also for clients of the services.

Thesectorwillalsofacehighturnoverinleadershippositions.Thirty-sixpercentofexecutivedirectorsanticipateleavingwithinthenexttwoyearsand82percentexpecttoleavewithinthenextfiveyears.Thissuggeststhateverydayforthenexttwoyears,fourexecutivedirectorsinAlbertawillleavetheirorganizations.19

Withgovernmentandindustryabletoofferhighercompensation,betteropportunitiesforadvancementandotherbenefits,thenon-profitsectorwillhavetoexaminehowitcanpartnerwithotherindustriestoprovideservices. The sector will also have to look at other service delivery models in order to provide services with fewer qualified employees and volunteers.

Thenon-profitsectorwillalsohavetoexamineitscomplexrelationshipwithgovernments.Thesectorisuniqueinhowitisfunded,receiving30percentofitsoperatingdollarsfromtheprovincialandfederalgovernments.20 The terms and conditions of this funding have a substantial impact on the salaries and benefits offered in the sector. Further developing government relationships will be necessary for the sector to maintain a viable workforce and operate effectively.

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Funding Matters: the Impact of Canada’s New Funding Regime on Nonprofit and Voluntary Organizations, SummaryReport,KatherineScott,2003Skills and Training in the Non-Profit Sector, KathrynMcMullenandGrantSchellenberg,CanadianPolicyResearchNetworks,2003Addressing the Leadership Challenge: Non-Profit Executive Directors’ Views on Tenure and Transition in Alberta, PeterT.Boland,CarloJensenandBruceMeyers,2005Canada’s Nonprofit and Voluntary Sector, Presentation to Vitalize, MichaelHall,2007

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CHALLENGES AND ISSUES

Alberta’snon-profitsectorisfacinganumberofsignificantchallenges.Whilenoneofthesechallengesarenew,theyhavebecomemorepressingastheAlbertaeconomycontinuestogrowandputsnewstrainonanalready burdened sector. These include:

• Dependency on external agencies for operational and project funding.Presently,non-profitsinAlbertareceivenearly50percentoftheirfundingfromoutsidesources,whichincludesgovernment,corporationsandprivatedonations.Fundingfromthegovernment(whichaccountsforapproximatelyone-thirdoffunding in the non-profit sector)21 is often short term and project-specific and often does not contribute to the administrative costs of running the organization. The balance of funding comes from goods and servicesfees,whichcannotbeincreasedsubstantiallyasthemajorityofclienteleservedbynon-profitorganizations cannot afford such increases.

Thisdependencyonexternalshort-termfundinglimitsthenon-profitsector’sabilitytoimplement long-term organizational planning and contributes to many of the human resource challenges listed here. Also,valuablestafftimeendsupbeingdevotedtotheconstantsearchforrenewedandsupplementalfunding and meeting reporting requirements.

• Increasing demand and expectations for client services. As the demand for services increase and theprovincialgovernmentcontinuestoturnoverresponsibilitytothenon-profitsector,fundingisnotreflecting those additional responsibilities. Organizations are struggling to offer more services without a matching increase in dollars to hire the necessary staff.

• Increasing competition for workers in the province. The non-profit sector must compete with the public sector and industry for entry-level and front line positions as well as qualified applicants. The non-profit sector is at a distinct disadvantage in attracting and retaining employees because of its inability to offercompetitivepay,jobsecurity,favourableworkingconditionsandpersonaldevelopmentopportunities.Asaresultofthisintensecompetition,non-profitshavebeenunabletorecruitqualifiedstaffandarecutting back on services offered.

• Stressful working conditions.Asaresultofworkershortagesandincreaseddemandsonservices,non-profit staff have been working an increasing amount of overtime. Overtime is particularly high for supervisoryandsenioragencystaffandcompensationdoesnotfullyreflectthis.Executivedirectorsandmanagershavelittletimeandopportunityfortraininginsupervisory,managementandconflictresolutionskills,leadingtostaffdissatisfactionandturnover.

Addingtostressfulworkingconditionsisthemultiplenumberofrolesstaffoftenneedtofill.Burnout andfatigueresultindecreasedstaffmorale,higherturnoveraswellaslowerqualityofserviceforclients.

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Canada’s Nonprofit and Voluntary Sector, Presentation to Vitalize, MichaelHall,200721


• Low job security and high turnover in entry-level positions. Entry-level positions are usually contractual or part-time because of the nature of project funding in the sector (positions must be re-tendered and funding is normally approved on an annual basis). The lack of job security makes it difficult to attract and retain people in the sector.

Youngemployeesoftenseethenon-profitsectorasasteppingstonetoacareerinothersectors.Oncetheygainexperienceinthenon-profitsector,youngemployeesmoveontojobsinthepublicsectorandindustrieswhichcanofferbetterjobsecurity,pay,benefitsandopportunitiesforadvancement.Thehighturnoverresultsinlosttime,moneyandeffortintrainingyoungemployeeswhodonotremainwithinthenon-profit sector.

• Lack of staff training opportunities.Traininganddevelopmentopportunitiesforemployeesareanimportantattractionandretentiontool,yetopportunitiesinthenon-profitsectorremaininfrequent.Theproject-specific and short-term nature of funding makes it difficult to develop a training budget and long-termtrainingplans.Furthermore,short-staffedorganizationsfinditdifficulttofreeuptheirlimitedstafftimefortraining.Thisisaparticularproblematthemiddlemanagementlevel,whichisunabletoreceivetraining to prepare them for roles as leaders of their organizations.

• Aging workforce at the senior and middle management levels. Withalargenumberofleadersnearingretirementageandalackofstaffinmiddlemanagementpositions,manynon-profitorganizationsareunpreparedfortheleadershipturnoversthatareexpectedtocomeinthenextfiveyears.Thenatureoffundinghasmadeitdifficulttoattractandretainstaffinmiddlemanagementpositions,leavingasignificantgapforsmoothorganizationaltransition.Manyboardshavenottackledtheissueofsuccessionasthereisconfusionastowhoseresponsibilityitistogroomnewexecutivedirectors.

• Greater competition between an increasing number of organizations.AstheneedsofAlberta’sgrowingpopulationincrease,thenumberoforganizationsinthenon-profitsectorwillcontinuetogrowtomeettherisingdemand.Moreorganizationswithinthesectorwillbecompetingforalimitedpoolofqualifiedemployees,volunteersandfunding.Furthermore,greatercompetitionwithinthesectoritselfmakescollaboration among non-profit organizations increasingly difficult.

• Difficulty recruiting volunteers in economic boom.Understandingthatvolunteerscannotreplaceahighly-qualified,stableandpaidworkforce,volunteersarenonethelessanimportantresourceformanynon-profitorganizations.MorethanhalfofAlberta’snon-profitsdependentirelyonvolunteerstodeliverservices.Organizationsthathavepaidstaffhaveatleastavolunteerboardofdirectors,butthemajorityoforganizationshavevolunteerswhohelpdeliverservicesaswellasfundraise.Yetthepoolofvolunteersis shrinking as people choose to enter or re-enter the labour force to take advantage of high wages; work overtime to compensate for lack of staff or to make more money; or take second jobs to pay for rising living costs.ThosewhovolunteerthemostinAlberta(thosebetweentheagesof15-24and35-44)22 are most likely to be impacted by new career opportunities provided by a booming economy.

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Caring Canadians, Involved Canadians: Highlights from the 2004 Canada Survey of Giving, Volunteering and Participating. MichaelHall,DavidLasby,GlennGumulkaandCatherineTryon,2006.

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• Lack of understanding of the sector. Thediversityandcomplexityofthenon-profitsectormakeitdifficultforgovernment,industriesandthegeneralpublictoidentifytheextentofcommunityimpactbythenon-profitsector.Manypeopleareunawareoftherevenuethesectorcontributestotheprovince,thatthesectorconsistsbothofpaidstaffandvolunteers,andthatthesectormaybeaviablecareerchoice.Manypeoplealsodonotunderstandthatprogramsthatthey,theirfamily,theirfriendsandtheirneighbours take advantage of are delivered through the non-profit sector and each year face the same struggle of garnering enough funding to remain operational.

• Difficulty in coordinating provincial action.Unlikeotherindustries,thenon-profitsectordoesnothaveaprovincialumbrellaorganization.Withoutsuchanorganization,itisdifficulttoshareinformationand coordinate action between sub-sectors and across the province. There are opportunities for greater collaboration among non-profit organizations to address common human resource and funding issues faced by the sector as a whole.

SECTOR PRIORITY ACTIONS

The non-profit sector has displayed a willingness to address these challenges and to take the lead in developing sector-wide solutions. The priority actions listed below provide a framework for addressing the key labour force challenges and pressures facing the non-profit sector. A number of organizations within the non-profit sector have indicated their willingness to contribute to activities or projects which address one or more of the priority actions.

Theseinitiativesprovideabasisforeducationandcontinueddialogue.However,inordertofullyaddressthechallengesandissuesfacingthesector,coordinatingmechanismsmustbedeveloped.Criticaltotheimplementation of these strategies are structures and systems that respond to challenges faced by the non-profit sector.

The contributing organizations that anticipate undertaking activities in support of specific priority actions include:

AlbertaCouncilofDisabilityServices(ACDS)

AlbertaCollegeofSocialWorkers(ACSW)

AlbertaMuseumsAssociation

BethanyCareSociety(BCS)

BoysandGirlsClubsofAlberta(BGCA)

BoysandGirlsClubsofCalgary(BGCC)

Calgary Chamber of Voluntary Organizations (CCVO)

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Calgary Homeless Foundation (CHF)

CalgaryInter-FaithFoodBank

CalgaryLearningCentre(CLC)

CalgaryPhilharmonicOrchestra(CPO)

Calgary Stampede

CanadianMentalHealthAssociation,AlbertaDivision(CMHA)

CerebralPalsyAssociationinAlberta(CPAA)

E4C

Edmonton Chamber of Voluntary Organizations (ECVO)

Elizabeth Fry Society of Calgary (EFSC)

Family&CommunitySupportServices(FCSS)

Family Services of Central Alberta (FSCA)

JohnHowardSociety(JHS)

KidsHelpPhone(KHP)

PrivateCareerDevelopmentContractors(PCDC)

UnitedWayofCalgaryandArea(UWCA)

Vibrant Communities Calgary (Vibrant Communities)

Vocational&RehabilitationResearchInstitute(VRRI)

Volunteer Alberta

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INFORM

InformationsharingwillplayavitalroleinaddressinglabourforcepressuresinAlberta’snon-profitsector. The inform theme focuses on increased access to information to support informed decision-making on the part ofemployers,workers,youthenteringtheworkforceandindividualsconsideringemploymentinthissector.

_________________________________________________________________________________Developastrategytoeducatealllevelsofgovernmentabout:• theimportanceofthesectortothequalityoflifeinthecommunity;• theimportanceofthesectortotheeconomyoftheprovince;and• thechallengesthesectorfaceswiththelabourforceshortfall.

ACDS, ACSW, BGCA, CCVO, CHF, CMHA, ECVO, E4C, FSCA, FCSS, JHS, UWCA, VRRI _________________________________________________________________________________

Advocate to governments for: • theneedfordepartmentstoestablishcommonpolicies,procedures,andastandardformatfor

granting and funding proposals; and• apartnershiptogatherupdateddatarelatingtoallaspectsofthenon-profitsector

(i.e.comprehensivesalarydata,benefitcoverage,employmentstatistics).

ACDS, BGCA, CCVO, CHF, ECVO, E4C, JHS_________________________________________________________________________________

Developacommunicationstrategytoeducatethepublicontheimportanceandnatureoftheworkin the sector: • theimportanceofthesectortothequalityoflifeinthecommunity;• theimportanceofthesectortotheeconomyoftheprovince;• emphasizethebenefitsofworkinginthesector;• promotethesectorasanemployerofchoice;and• targetunder-representedgroupssuchasyoungpeople,immigrants,thesemi-retiredandmen.

ACDS, BGCA, BGCC, CCVO, CHF, CLC, ECVO, JHS, VRRI_________________________________________________________________________________

Educate businesses and industry about the importance of the sector to the economy and quality of life in the community.

ACSW, ACDS, Volunteer Alberta _________________________________________________________________________________

Workwithpost-secondaryinstitutionsto:• seekopportunitiestomakepresentationsatcollegesanduniversitiesaboutcareersinthe

non-profit sector; and • ensurethenon-profitsectorisincludedinjobfairs,etc.

ACDS, CCVO, ECVO, E4C_________________________________________________________________________________

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ATTRACT

Thisthemerelatestoattractingworkerstothenon-profitsectorfromAlberta,aswellasfromoutsideAlberta and Canada.

_________________________________________________________________________________Provideexpertisetosupportlocal,regionalandprovincialmarketingcampaignsthatwouldinclude:• makingcandidatesawareoftheadvantagesofworkinginthesectorandhaving

meaningful work; and• promotingtheopportunityforflexibleworkhoursandflexibleworkingarrangements.

ACDS, BCS, FSCA _________________________________________________________________________________

Improvetheabilityofemployerstopromoteandadvertiseemploymentopportunitiesandforjobseekers to be able to learn about and apply for available jobs.

ACDS, CPAA, ECVO_________________________________________________________________________________

Assemble and distribute good management practice tools to help non-profit sector employers attract workers.

ACDS, Alberta Museums Association, CCVO, CPAA, ECVO, JHS, VRRI_________________________________________________________________________________

Promotethenon-profitsectorasanemployerofchoicetoreturn-to-workorcareerchangeprograms that look to place and support employees moving from different sectors of employment.

ACDS, CPAA, CPO________________________________________________________________________________

_________________________________________________________________________________Workwithsecondaryschoolsto:• promotestudentplacementsinnon-profitorganizations;and• informstudentsofthenon-profitsectorasacareerchoice.

ACDS, CCVO_________________________________________________________________________________

Informemployersinthenon-profitsectoraboutresourcesthatareavailable,actionsthatarebeingtakenwithinthesectorandgoodmanagementpracticetoolsforemployers(i.e.sectorsymposia,forums,conferences,websitelinksandstudies).

ACDS, CCVO, ECVO, VRRI_________________________________________________________________________________

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DEVELOP A HIGH PERFORMANCE WORKFORCE

Thedevelopthemehastwocomponents.ThefirstfocusesonbuildingAlberta’snon-profitsectorthrougheducation and training.

_________________________________________________________________________________Increasecollaborationbetweenthenon-profitsectorandeducationalinstitutionstomeetthecurrent and emerging needs of the sector by: • developingeducationalandworkplace-basedtrainingprograms;• developingprofessionalcertificationandaccreditationspecifictonon-profitroles;and• promotingco-opworktermsinthenon-profitsector.

ACDS, ECVO, JHS, VRRI_________________________________________________________________________________

Foster development and strengthen human resource management practices by: • creatingforumsforsharinghumanresourceideasandbestpractices;• supportinginitiativesthatcanassistnon-profitorganizationsinassessingtheeffectiveness

of their human resource practices and take the necessary steps to address deficiencies; and • facilitatingsupervisoryandmanagementworkshops.

ACDS, CCVO, ECVO, FCSS, UWCA, VRRI_________________________________________________________________________________

Workwithgovernmentandbusinessonstrategiestopromotethesharingofpersonnel,resources,andtrainingandprofessionaldevelopment(i.e.mentorshipprograms,paidinternshipsandsecondments) with the non-profit sector.

ACDS, Volunteer Alberta_________________________________________________________________________________

Advocatewithgovernmentandbusinessfortheavailabilityofscholarships,bursariesandongoingfundingtosupportboard,staffandvolunteertraininganddevelopment.

ACDS, Volunteer Alberta_________________________________________________________________________________

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_________________________________________________________________________________Partnerwithindustrysectors(i.e.oilandgas,construction,manufacturing,retail)onrecruitmentcampaignsforattractingworkerstoAlberta.Promoteopportunitiesforotherfamilymemberstoearn supplemental income or start careers in the non-profit sector.

ACDS, BGCC________________________________________________________________________________

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DEVELOP A HIGH PERFORMANCE WORK ENVIRONMENT

The second component focuses on the work environment and includes improving workplaces and work arrangements,increasingcapitalinvestmentandtechnologyadoption,andimprovingbusinessprocesses.

_________________________________________________________________________________Assessthepresentservicedeliverymodelsandadaptthemtoreflectthechangingeconomic,political and social environment.

CCVO, E4C, VRRI_________________________________________________________________________________

Developamodeltodeliveracoordinatedeffortthroughouttheprovinceforimplementingtheworkforce strategy.

ACDS, CCVO, ECVO, JHS_________________________________________________________________________________

Research,identifyandpromotepotentialopportunitiesforcareermobilityacrossorganizationswithinthesector(i.e.portablebenefits,employeesharingconsortia).

ACDS, KHP _________________________________________________________________________________

Advocate with government and other funders for funding levels that: • allowforfaircompensation(throughbothwagesandbenefits)ofemployeesinthe

non-profit sector;• allowforlong-termplanningandjobsecurity;and• supportorganizationalsustainability.

ACDS, CMHA, EFSC, FCSS, FSCA, JHS, PCDC, UWCA, Vibrant Communities_________________________________________________________________________________

Promotetheapplicationofstrategicorganizationalplanningtomakenon-profitssustainable.

VRRI_________________________________________________________________________________

Developandimplementcomprehensivevolunteermanagementpractices,includingboardrecruitment and training.

Calgary Stampede, FSCA, KHP, VRRI, Volunteer Alberta_________________________________________________________________________________

3.5

3.6

3.7

3.8

3.9

3.10

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RETAIN

TheretainthemerelatestoenhancingtheattractivenessofworkinginAlberta’snon-profitsectorsothatworkers–includingmatureworkers,immigrants,Aboriginalsandthosewhomayexperiencedifficultymaintainingemployment–remainengagedinthesector.

_________________________________________________________________________________Identifyandencouragetheapplicationofeffectivestrategiestohelpemployersimprovetheretention of youth and middle-management positions.

ACDS, Calgary Stampede_________________________________________________________________________________

Identify,developanddistributeeffectivepracticesandtoolstohelpemployersretainadiverselabour force.

Calgary Stampede, PCDC, VRRI_________________________________________________________________________________

Developaguideofresourcesandbestmanagementpracticesthatwillenhancetheabilityofemployers to retain those working within the sector.

ACDS, Calgary Stampede_________________________________________________________________________________

Workwithotherindustrysectorstoprovidethenecessarysupportsfornewworkerstotheprovinceand to advocate for funding from these industry sectors to deliver these services.

ACDS_________________________________________________________________________________

154.1

4.2

4.3

4.4

_________________________________________________________________________________Advocate industry to increase and strengthen corporate employee volunteer programs.

Calgary Inter-Faith Food Bank, KHP, Volunteer Alberta_________________________________________________________________________________

Facilitate the development of local or regional resource networks that would enable non-profits to share the cost and use of human resources or centralized services.

ACDS, CCVO, ECVO, FSCA, VRRI_________________________________________________________________________________

3.11

3.12

A Workforce Strategy for Alberta’s Non-Profit and Voluntary Sector

MOVING FORWARD

A Workforce Strategy for Alberta’s Non-profit and Voluntary Sector is a means to frame discussion within thesectorandwithpartnersoutsidethesectortoprovidedirectionforaction,enhanceexistinginitiatives,coordinateactivitiesandavoidduplicationofeffortsinthesector.Itincludesnewinitiativesaswellassectionsthatcomplementandenhanceexistingprojectsandactionsalreadyunderway.Thenon-profit sector will lead the implementation of the workforce strategy. Some challenges that will be faced:

• coordinatingeffortsonaprovincial,regionalandlocalbasis;

• engagingsectormembersandotherstakeholdersandsecuringtheircommitmentstocollaborateinmovingforward with specific actions;

• assigningprioritiestoactions;

• meetingthediverseneedsofsectormemberswhennon-profitorganizationsvarygreatlyinsize,scope,location,employeebaseandorganizationalstructure;

• clearlycommunicatingthevalueandneedsofthenon-profitsectortovariouslevelsofgovernment;

• identifyinggapsinactionsteps;

• ensuringsustainabilityofthenon-profitsector;and

• keepingthemomentumgoingontheimplementationofstrategyactionsoverthenextdecade.

Strategy actions will need to balance the immediate needs of the non-profit sector labour force with long-term issues. The sector and government will work together to monitor success of this strategy over thenext10years.Byworkingtogether,thenon-profitsectorandgovernmentcanensurethatAlbertais notonlyaprosperousprovince,butaprovincewithahighstandardofliving.Thenon-profitsectoriscommittedtomeetingtheneedsoftoday’sAlbertansandfutureAlbertans.

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