Greg Halseth and Laura Ryser University of Northern BC North Central Local Government Management Association April 7, 2016

Transcription

1 Greg Halseth and Laura Ryser University of Northern BC North Central Local Government Management Association April 7, 2016 Outline Introduction The Voluntary Sector Opportunity and Challenge What Local Government Can Do Discussion 1

2 Part I Introduction Changing Places, Changing Policy Economic, political, community, and environmental change Public policy calls for increased bottom up community development While at the same time removing basic supports Loss of services, skills Loss of quality-of-life amenities Services and amenities are vital to retention and recruitment of people Voluntary sector stepping forward; partnering; supporting 2

3 Part II The Voluntary Sector Importance of Voluntary Sector In community development: Provide services that may otherwise not exist Cope with impacts from economic change Foundation for community economic development and renewal Relationships, partnerships, leadership, and trust Connect with broader range of resources and expertise Enhance local quality-of-life Reduce out-migration 3

4 Breadth of Voluntary Roles Service clubs Advisory committees (i.e. planning, health) Economic / industry committees Chambers, forest certification advisory groups, etc. Infrastructure Housing, arenas, trails, parks, etc. Quality of life Events / community profile Advocacy Environment, seniors needs, etc. Ancillary supports Emergency supports (i.e. fire, search and rescue) Part III Opportunity and Challenge 4

5 The Voluntary Sector and Community Capacity Opportunity for routine interaction Residents used well-worn pathways Create new organizations, leaders, and solutions Opportunity to build experience and trust Social capital Innovation is part of building capacity Increasingly important Building Capacity through Voluntary Groups Diversifying human capital Diversifying funding sources Partnerships Infrastructure 5

6 Rural Challenges I Voluntary sector under stress Population decline impacts: Human capital Limited base for drawing volunteers Limits organizational capacity Local population aging Limited participation by members Winter snow birds / summer vacations impact momentum Lack of new leadership Increased downloading / off-loading of public and private sector services Labour mobility reduces volunteer pool Rural Challenges II Limited capacity to meet funding / program demands Lack of skills to develop proposals Lack of time for onerous applications / reports Lack of experience with multi-year plans Burnout Failure breeds non-participation in the future Volunteer time is exhausted Time spent on gov t demands not local service delivery 6

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8 Challenges to Renewal Communication Financial resources Infrastructure Operations Policy Part IV What can local government do? 8

9 Community Contributions I Positive Local gov t rep on multi-service agency boards Brokering relationships with senior government / industry partners Advice on design / construction, variances, etc. Assistance drafting infrastructure agreements Financial support through amenity fees, grant-in-aids, permissive tax relief, low lease arrangements, etc. In-kind support for installing equipment, donation of materials, etc. Community Contributions II Negative Limited recognition of service sector role in economy Limited sense of responsibility for addressing service sector issues Loss of social planners Absence of social policy framework Reduction in funding Unaware of contentious issues / relationships Absence of workshops that strengthen the capacity of smart service and infrastructure arrangements 9

10 Scaled-Up Contributions I Positive Seed funding to develop new service arrangements Funding for multi-purpose infrastructure projects OBAC study of services Negative Limited awareness of new approaches limits advice / guidance Short-term funding / funding cuts Moving Forward I Community directions Invest in strategic social policies and plans Supported with commensurate staff and financial resources Support strategic synergies Brokering relationships Investments in social infrastructure Sponsor workshops / events to build collective capacity 10

11 Moving Forward II Scaled-Up Need a central hub for rural stakeholders to learn about different models and processes Capacity and skills training Need better orientation of new service / infrastructure models Community Development Institute at UNBC For further information, please visit our website at: Laura Ryser Research Manager, Rural and Small Town Studies UNBC ryser@unbc.ca Greg Halseth Canada Research Chair, Rural and Small Town Studies Geography Program UNBC halseth@unbc.ca Thank you 11

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