Building provincewide collaboration to develop a sustainable nonprofit workforce in Alberta

Transcription

1 Building provincewide collaboration to develop a sustainable nonprofit workforce in Alberta The Alberta Nonprofit Workforce Council: a report on the first two years 1

2 WorkforceConnect addresses nonprofit sector workforce issues by engaging a broad range of stakeholders. It is an initiative of the Alberta Nonprofit Workforce Council, a diverse group working collaboratively to find longterm solutions to sector workforce issues. The Council coordinates a province-wide, crosssectoral implementation of A Workforce Strategy for Alberta s Nonprofit and Voluntary Sector. Learn more: An Alberta Nonprofit Workforce Council Initiative Funding has been provided by the Government of Canada and the Government of Alberta 2

3 The creation of A Workforce Strategy for Alberta s Nonprofit and Voluntary Sector has been recognized nationally as a notable achievement. The strategy has been developed collaboratively by a provincewide, cross-sectoral group of nonprofit sector organizations, provincial government representatives and other stakeholders to create sustainable solutions to the sector s workforce challenges. To support the implementation of Alberta s inaugural nonprofit sector workforce strategy, several Alberta agencies and individuals are now leading a new way of working together. This group of community leaders is mapping a new path, building connections, sharing knowledge and working together to create a unique, Alberta-designed response to nonprofit sector workforce sustainability. These trailblazers are adapting learnings to the Alberta nonprofit sector context, linking their knowledge and networks. They are embracing the complexity of our sector as they explore the need for resilient, integrated systems, and they are willing to take risks in the pursuit of new models and processes that support workforce sustainability. This document details the first two years of the development process to implement the workforce strategy. It highlights the significant contributions of many individuals and organizations and demonstrates the value and influence of this coordinated initiative that includes: leveraging resources, reducing duplication of effort, developing and sharing of information and best practices, collective exploration of common issues, and collaborative action to benefit the nonprofit sector as a whole. 3

4 A cornerstone employer in Alberta, the nonprofit sector creates value and requires a sustainable workforce. A Valuable Sector Alberta s more than 19,000 nonprofits employ over 100,000 people and engage 2.5 million volunteers creating a network of organizations that improve the quality of life for all citizens in the province. Providing cultural, recreation, sports, health, educational and social services to Albertans, the nonprofit sector plays an important role in the economy, generating $8 billion in total revenues (2003). Yet, numbers do not tell the whole story: The social and community services offered by nonprofit organizations help Albertans prosper and succeed both at home and at work supporting the development of creative, dynamic and vibrant communities that are the foundation of a healthy economy. In this way, a robust and high-functioning nonprofit sector provides the infrastructure that creates environments where employees from all sectors want to live and thrive. The Human Resource Challenge in Alberta As with all valuable components of our economy, people are the cornerstone to the nonprofit sector s success. Human resource issues have, and will continue to be, one of the most pressing challenges facing the nonprofit sector in Alberta. As organizations strive to deliver high-quality programs and services to their communities, they face increasing pressure to recruit, develop and retain staff. At the same time, demand for workers is increasing across sectors and competition for personnel is fierce due to a volatile provincial economy. In 2006, the Government of Alberta developed Building and Educating Tomorrow s Workforce: Alberta s 10-Year Strategy to address the pressures placed on the province s labour force and guide its people and labour market investments across all sectors. This province-wide strategy prompted engagement with many industry sectors, such as retail, tourism, and energy, to develop sectorspecific strategies. The Development Process Alberta s nonprofit sector is extensive, diverse and complex. Exploring systems change demands a collaborative lens and response. Alignment of effort and connectivity between stakeholders is essential to test new workforce practices and models. To support the creation of Building and Educating Tomorrow s Workforce to appropriately reflect the workforce challenges and needs of the nonprofit sector the process was: developed by stakeholders from the nonprofit sector in collaboration with the Alberta government; led and facilitated by the Calgary Chamber of Voluntary Organizations (CCVO) and the Edmonton Chamber of Voluntary Organizations (ECVO) at the invitation of the Alberta Government; and supported by representatives from the nonprofit sector who, through a series of meetings, provided feedback to form the strategy. In response to advocacy from leading nonprofit organizations, the nonprofit sector was included in this development process for the first time. 4

5 A Province-Wide Response The Government of Alberta released A Workforce Strategy for Alberta s Nonprofit and Voluntary Sector in the spring of This comprehensive long-term strategy provides a framework to address the human resource issues facing the nonprofit sector in Alberta by: supporting existing initiatives; sharing ideas and information across the sector; and developing systemic, long-term solutions. By addressing both immediate needs as well as developing long-term solutions for this large and diverse sector, the strategy has helped nonprofit organizations build the capacity to adapt to the changing workforce reality. The Implementation Challenge In other sectors, workforce strategy implementation is lead by a provincial organization a trade association or similar entity. The absence of a provincial organization to lead this work in the nonprofit sector was identified as a challenge. There was a recognized need to develop a provincial umbrella organization that shares information and coordinates action between sub-sectors across the province. Meaningful connections between organizations and local, regional and national initiatives creates greater collaboration among nonprofits, helps enhance knowledge sharing and increases the ability of organizations to effectively address human resource and funding issues faced by the sector as a whole. Our Role as a Sector Creating an environment that both attracts and retains a dynamic nonprofit sector workforce requires a sustained collaborative effort involving sector organizations, capacitybuilding agencies, governments and funders. The nonprofit sector, with the support of its government partners, is responsible for the implementation of the provincial workforce strategy. This effort will support the capacity of organizations to: access the HR skills, tools and templates the sector requires; create an attractive work environment that supports career development; and deliver high-quality programs and services in their communities, through an effective and engaged workforce. Specific strategies will require the attention of several nonprofit sector organizations. A well-organized and concerted effort is required by all involved in the nonprofit sector to build sustainable human resources. Sector Councils a proven idea Sector Councils have been utilized at the national level for more than 25 years as an effective way to identify emerging requirements and address workforce issues across most major industry sectors. In Canada, 29 Sector Councils identify and address current and anticipated human resource challenges and implement long-term, planning and development strategies for their respective sectors, building sector capacity through continuous learning. As an example, the national HR Council for the Nonprofit Sector (HR Council) was established in 2005 to work with organizations, educators, labour and government to identify and address issues related to paid employment in the voluntary and nonprofit sector. 5

6 Collaboration across the province leverages investments and develops sector capacity to create a sustainable nonprofit workforce. The Alberta Nonprofit Workforce Council The Alberta Nonprofit Workforce Council (the Council) is a cross-sectoral group of nonprofit organizations and other stakeholders that understand sector workforce issues and are committed to working collaboratively to find longterm solutions. The Council convenes the meetings and activities required to maintain momentum and support the implementation of A Workforce Strategy for Alberta s Nonprofit and Voluntary Sector. The Council promotes opportunities for greater collaboration to address common human resource and funding issues faced by the sector. Workforce Council Steering Committee In October 2008, senior nonprofit sector staff and other key stakeholders from across Alberta met in Calgary to develop plans for the implementation of A Workforce Strategy for Alberta s Nonprofit and Voluntary Sector. This initiative built synergies between, local, provincial and national workforce initiatives and was the foundation for the Alberta Nonprofit Workforce Council. Following this event, a number of sector leaders representing a broad range of organizations volunteered to continue the development process. Workforce Council Launch The Alberta Nonprofit Workforce Council launched in June 2009 as a collaborative platform for the nonprofit sector throughout Alberta to develop a high performance, sustainable workforce. The Council is a key piece of sector infrastructure, creating a forum for sharing by working to engage a broad range of organizations, associations, and educational institutions, and is: the coordinating mechanism by which the nonprofit sector will lead the province-wide, cross-sectoral, implementation of A Workforce Strategy for Alberta s Nonprofit and Voluntary Sector; a mechanism to develop relationships with other industry sectors that rely upon the work of the nonprofit sector; and a convener and facilitator working to establish connections and synergies between local, provincial and national workforce initiatives. 6

7 Council Membership To be successful, diverse organizations and skill sets must be represented on the Council; participation is voluntary, inclusive and diverse. Concepts including geographic scope, cross-sectoral representation, human resources expertise, external stakeholder participation and capacity to serve are all factors in the makeup of the Council. Members commit to a two-year term attending four-to-six meetings each year to actively contribute their expertise and knowledge while providing a conduit for information to and from the Council. The initial Alberta Nonprofit Sector Workforce Council is comprised of a diverse group of organizations and individuals who understand sector workforce issues and are committed to working collaboratively to find long-term solutions. The following organizations have been actively engaged in a leadership role with the Council: Alberta Association of Services for Children & Families Alberta Council of Disability Services Community Learning Network Community Information & Referral Society of Red Deer & Central Alberta Nonprofit Sector Link Wood Buffalo Canadian Mental Health, Calgary Alberta Home Visitation Network Association Family & Community Support Service Association of Alberta The United Way of the Alberta Capital Region Edmonton Chamber of Voluntary Organizations Calgary Chamber of Voluntary Organizations Sharing Workforce Initiatives The response to our human resource challenges is being undertaken by the sector, for the sector solutions to these challenges will be developed by those responsible for implementing them. Promotion of the Workforce Strategy & Rural Engagement A critical factor in the success of A Workforce Strategy for Alberta s Nonprofit and Voluntary Sector is that all regions in the province have access to information and resources. The Council is well positioned to assist Alberta s communities. Diverse promotional initiatives are underway to ensure awareness of the strategy; key stakeholders are being identified and human and financial resources will support local engagement of nonprofit sector organizations. The response to our human resource challenges is being undertaken by the sector, for the sector solutions to these challenges will be developed by those responsible for implementing them. 7

8 Acting as conduit, communicator, convener and collaborative hub, the Council creates the forum for a fiscally-responsible, streamlined response to common workforce issues for the nonprofit sector. WorkforceConnect: The role of participants The Council s primary task of coordinating a province-wide, cross-sectoral implementation of A Workforce Strategy for Alberta s Nonprofit and Voluntary Sector requires the active engagement of stakeholders from all Alberta communities. The Council created WorkforceConnect, an interactive and comprehensive strategy, to help facilitate essential connections between local, provincial, and national workforce initiatives and develops relationships with other industry sectors that rely upon the work of the nonprofit sector. WorkforceConnect exists only through the nonprofit sector s participation and action. Small groups of action are the unit of change in the nonprofit sector. WorkforceConnect provides a collaborative environment both online and in person for Action Teams currently responding to workforce-related challenges. All nonprofit sector participants can access the resources developed or catalogued on Action Teams continue to be established for identified areas of work and it is through this intentional effort by all stakeholders that workforce issues will be addressed. Organizations with active or planned work that supports the vision of a high performance, sustainable nonprofit sector workforce in Alberta, can leverage their projects and gain support and additional insight by: establishing a new Action Team and inviting their peers participation; joining an Action Team in progress; or linking current activities to the WorkforceConnect dedicated web-based forum and resource hub. Through participation in WorkforceConnect nonprofit organizations: gain access to knowledge, tools and resources from a wide variety of sources; connect with individuals and organizations willing to invest time and resources to address similar issues; leverage collaborative efforts with funders to access project dollars; and develop networks and supports with organizations facing similar challenges. 8

9 workforceconnect.ca provides: Information about our collaborators, our focus and active Action Teams. Nonprofit sector workforce news including Alberta Labour Force statistics, survey results, compensation reviews and articles on employee retention, etc. Regularly updated searchable resources including: HR Management; Leadership Development; Information & Research; Shared Space & Service; tools, templates and connections. Online discussion forum exploring issues such as: next generation of leadership, diversity in the nonprofit sector, benefits programs for employees and succession planning. Registration for our regular updates, news and event notifications. 9

10 In November 2010, the Council convened sector participants from across Alberta to identify pressing common workforce issues and required responses. A unique one-day interactive workshop provided the forum to explore trends and propose actions to advance nonprofit workplace knowledge, best practices and innovative peoplefirst strategies. The event was participant-designed in advance via WorkforceConnect s online forum. At the event more than 100 leaders from nonprofit, government and funding organizations shared ideas, networked and advanced their relationships to support the development and sustainability of the nonprofit sector workforce. The workshop included presentations from thought and change leaders who shared strategic advice on the impact of sector trends. Participants then synthesized new knowledge with their experience and concerns, participating in an interactive discussion to actively design solutions. For each of the five areas of focus, participants considered: the current challenges they face; the current resources addressing the challenges; the gaps between resource and need; and what actions are required to address their challenges. Participants worked together to design actions that can be implemented from the grassroots up, with the support of the Alberta Nonprofit Workforce Council. These leaders from across the sector worked in groups to explore topic areas of critical importance to the development of a sustainable workforce. 10

11 What s working well in our sector? Workshop participants brainstormed the assets inherent in the nonprofit sector. 11

12 1 Leverage Sector Value and Importance to Improve its Profile 2 Nurturing and Keeping our Next Generation of Leaders When considering the nonprofit sector s importance and its perceived need to enhance its profile, three streams of thought emerged: the need to recognize various audiences with whom this sector connects and communicates such as government (including cross-ministry), private sector/for profit business and the general public; the need to elevate the sector s position as owner of good work to adequately and appropriately demonstrate and communicate the broader value it brings: that through good work and essential services, the nonprofit sector critically underpins a viable and healthy society in which other sectors can then function effectively; and the acknowledgement that fair compensation (salary, benefits, flexibility, opportunity), training and development and attractive career paths must be the cornerstone in both reality and positioning for the sector to attract the skilled employees it needs to deliver value to communities across the province. Key Considerations for Sector Organizations Participants identified that there is a need to: Establish resources, processes and tools that are immediately applicable and useful to aid in sector workforce attraction. The Alberta Nonprofit Workforce Council will Seek funding to develop and implement a sector profile promotional campaign guided by an advisory and implementation Action Team. The discussion pertaining to leadership development and recruitment revealed several themes, including the need for: enhanced sector profile regarding the rewarding career opportunities available in the nonprofit sector; established leadership development initiatives that include improved knowledge and processes for leader identification; development and training programs that consider attraction strategies, diversity, and evolving sector needs; improved ability to compete with for-profit/other sector(s) through profiled incentives, innovative benefits, role flexibility, mentorship opportunities, etc.; and systems change with government and education including advocacy for investment of training dollars and training expertise through collaboration/partnerships. Key Considerations for Sector Organizations Participants identified that there is a need to: Identify leadership development best practices and training from across sectors to support staff development. Collaborate with government and education institutes to partner in leadership development, training and retention. Capture and share best practices, materials and resources regarding leadership attraction, recruitment, and development, including: benefits, incentives, role innovation, diversity and flexibility. Support a campaign to promote the viable, rewarding, fulfilling career paths in the sector for dynamic leaders looking for robust, creative opportunities. The Alberta Nonprofit Workforce Council will 12 Support the establishment, promotion and implementation of a new Action Team to work on nurturing and keeping our next generation of leaders and will incorporate key messaging into a sector profile promotional campaign should funding be received.

13 3 Ensuring Workforce Diversity to Improve Service Delivery 4 Proactively Managing Succession and Retaining Critical Knowledge There are a large number of available resources and organizations dealing with diversity, yet participants indicated some perceived barriers to ensuring and increasing workforce diversity in the nonprofit sector, including: the challenge to clearly define what diversity and accessibility mean for the sector as a whole; effectively reaching and engaging diverse populations (immigrants, men, older workers, youth and persons with disabilities); creating work environments that meet the needs (physical, cultural, language etc.) of diverse employees; the diversity variance in rural versus urban locations; and other hurdles such as English as a Second Language; professional development/cultural competency training for existing employees; strategies to address apprehension or perceived lack of acceptance; and the need to establish work place practices, process and policies to better reflect a diverse workforce. Key Considerations for Sector Organizations Participants identified that there is a need to: Draw from existing or explore and establish new professional development and cultural competency training for employees to ensure a welcoming environment for diverse workers. Establish tangible best practices, guiding principles, resource processes and tools for the sector that are immediately applicable and useful to aid in the attraction, effective utilization, and the retention of diverse populations. The Alberta Nonprofit Workforce Council will Support the establishment, promotion and implementation of a new Action Team to work on ensuring workforce diversity to improve service delivery, including providing a forum for collecting and sharing pertinent information, knowledge, models, and processes. Succession planning and knowledge retention succeed only in sectors that can retain engaged employees. Participants indicated that when employees are mentored as they moved on to increased responsibility, knowledge retention within the sector is enhanced. Clearly identified sector career paths proactively inform, motivate and engage employees also supporting retention and succession planning through a defined and appealing role progression. Capturing and retaining knowledge within the organization through documenting and sharing best practices and processes is important. And so is the need to create a workplace environment that lives defined values and shares stories to build workforce community. Key Considerations for Sector Organizations Participants identified that there is a need to: Establish processes for job shadowing and crossorganizational peer mentoring and networking, perhaps including online peer mentoring forums. Formalize a sector-wide approach to effective career paths and associated learning plans that draws on best practices and supports employee progression, peer mentoring, staff retention, succession planning, and leadership candidate identification and development. Capture and share information, trends, statistics, resources and best practices on employee and knowledge retention, career path mapping, peer mentoring, engaging the older workforce, policies, procedures, job shadowing, succession planning, professional development opportunities and funding. This will aid organizations in the short term and inform an Action Team. The Alberta Nonprofit Workforce Council will Support the establishment, promotion and implementation of an Action Team to work on proactively managing succession and retaining critical knowledge, including: providing a forum for collecting and sharing pertinent information, knowledge, models, and processes. 13

14 5 Creating Nimble Organizational Structures Given sector pressures, participants identified the need to proactively refine current structures within the sector, consider innovative hybrid and flat structures, look at broader structures such as collectives and co-operative networks, and consider how approaches to workforce engagement influence organizational structure. There was reflection on the relationship with funders and its influence on structural change. The need for stronger connections/ collaboration and increased knowledge of emerging models and practices was also highlighted. Key Considerations for Sector Organizations Participants identified that there is a need to: Create a Community of Practice model to provide opportunities to share learning and best practices about innovations in organizational structure and operations, including information regarding organizational mind set changes, establishing mentoring relationships and alternative structures to support fundraising or HR needs. We are moving towards a world where innovation, creativity and productivity are the keys to success. Human capital is a key driver of Alberta s economy and I applaud the voluntary sector for its contributions to the labour force. By providing education opportunities, resources and expertise to one another, the nonprofit sector is getting stronger and making the sector competitive. Shannon Marchand Assistant Deputy Minister of Alberta Employment and Immigration, Workforce Supports Division Establish a systems mapping and scenario Action Team to consider innovative and optimum structures and highlight applicable learning for the sector. Capitalize on community connections and leverage relationships with service clubs, chambers, etc. The Alberta Nonprofit Workforce Council will Support the establishment, promotion and implementation of an Action Team to work on proactively managing succession and retaining critical knowledge, including providing a forum for collecting and sharing pertinent information, knowledge, models, and processes. 14

15 Breaking trail to build a province-wide collaboration that develops a sustainable nonprofit workforce in Alberta is no easy task. It demands and deserves the sector s combined consideration, collaboration, creativity and action. It requires knowledgegathering, new learning and sharing of best practices. It will entail bold alignment of effort if we are to implement innovative sector-wide systems change and potentially interdependent strategies and solutions to our workforce challenges. Already the nonprofit sector demonstrates commitment and passion to this work. Across the province, groups are meeting and working together, creating action in these critical areas of focus. The Alberta Nonprofit Workforce Council is positioned to help these groups connect, to act as the conduit, communicator, convener and collaborative hub to anchor and support this collective effort; WorkforceConnect serves as the online forum, knowledge repository and linking mechanism for those engaged in action that supports the development of a sustainable nonprofit workforce. Learn more: 15

16 Mike Grogan Secretariat, WorkforceConnect 16