Advertisement

Devolution of Services to Children and Families: The Experience of NPOs in Nanaimo, British Columbia, Canada

  • Caroline Burnley
  • Carol Matthews
  • Stephanie McKenzie
Article

Abstract

This study focuses on the current experience of Nanaimo’s nonprofit family and child service organizations (N = 29) providing services on behalf of government and their adaptation to this devolution. The effects and consequences of contracting on organizational practices, accountability, and services were explored through interviews and focus groups with executive directors, board members, line staff, government representatives, and the United Way. Results show that a significant proportion of funding comes from provincial government contracts. The funding climate is uncertain, and there is considerable confusion, stress, and time involved with the contracting process. Accountability requirements are demanding and nonprofit organizations (NPOs) express concern about a shift to a business management model. Recommendations include a need for increased collaboration between NPOs, a body that speaks for the voluntary sector, and improved relationships between NPOs and government funders.

Keywords

nonprofit funding nonprofit accountability nonprofit boards devolution for-profit competition collaboration Canada 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Alexander, J. (1999). The impact of devolution on nonprofits: A multiphase study of social service organizations. Nonprofit Management and Leadership, 10, 57–70.Google Scholar
  2. B.C. Ministry of Child and Family Development (n.d.). Service Plan Summary. Online: www.gov.bc.ca/bvprdGoogle Scholar
  3. Brock, K. L. (2000). Sustaining a relationship: Insights from Canada on linking the government and third sector. In Proceedings of the Papers Presented at the Fourth International Conference of the International Society for Third-Sector Research (ISTR), Dublin, Ireland.Google Scholar
  4. Field, D. (1999). Administration Issues in the Third Sector: Building Vibrant Civil Society Organizations. Voluntary Action and Organization in Canada: The Last Decade and Beyond Symposium. Online: http://policy.queensu.ca/sps/ThirdSector/Papers/papers/buildingvibrant.doc
  5. Government of Canada/Voluntary Sector Joint Initiative (1999). Working Together: A Government of Canada/Voluntary Sector Joint Initiative. Online: http://vsr-trsb.net/pagvs/WorkingTogetherEnglsih.pdf
  6. Martinez, T. A., and McMullin, S. L. (2004). Factors affecting decisions to volunteer in nongovernmental organizations. Environment and Behavior 36(1), 112–126.Google Scholar
  7. Putnam, R. D. (2000). Bowling Alone: The Collapse and Revival of American Community, Simon & Schuster, New York.Google Scholar
  8. Rekart, J. (1997). The Transformation of the Voluntary Sector: From Grassroots to Shadow State, The Social Planning and Research Council of BC (SPARC), Vancouver.Google Scholar
  9. Scott, K. (2003). Funding Matters: The Impact of Canada’s New Funding Regime on Nonprofit and Voluntary Organizations, Canadian Council on Social Development, Ottawa, Canada. Online: www.ccsd.ca/pubs/2003//fm/indexl.htmGoogle Scholar
  10. Voluntary Sector Initiative Canada (2003). Taking the Accord Forward: The First Report to Canadians on Implementing an Accord Between the Government of Canada and the Voluntary Sector. Online: www.vsi-isbc.caGoogle Scholar

Copyright information

© International Society for Third-Sector Research and The Johns Hopkins University 2005

Authors and Affiliations

  1. 1.Malaspina University-CollegeNanaimoCanada
  2. 2.Malaspina University-CollegeNanaimoCanada
  3. 3.University of ReginaReginaCanada
  4. 4.Department of PsychologyMalaspina University-CollegeNanaimoCanada
  5. 5.Centre for Continuing StudiesMalaspina University-CollegeNanaimoCanada

Personalised recommendations