NEXT10 SURVEY
Slide 1: Overview
In late Fall 2011, MASS was asked to survey not-for-profit organizations, aswell as delegates to the NEXT10 forum. 232 surveys were completed.
The purpose of the NEXT10 survey is to provide insight into prevailing attitudes within the sector, as well as to identify emerging issues and trends.
This survey is intended to prompt discussion at this forum and help create a broader understanding of the concerns of the volunteer sector. In early 2012, a full report containing our findings be released.
Slide 2: Key Findings
- Sector forecast: Rising demand, declining support
- Determined Optimists: NFPs and the sector
- Demography is destiny
Slide 3: All respondents
Slide 4: Not-for-profits profile
Slide 5: Not-for-profits profile
Slide 6: Not-for-profits profile
Slide 7: Outlook
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Slide 13: Gov, Private, Other
When I think about the sector, I am most pessimistic because:
- The challenges around attracting and retaining operational funding;
- Loss of talent. Working in the sector is not a viable career choice for emerging talent. Many talented youth are not choosing a career in the sector because it does not provide the same monetary benefits as the private sector. That is a loss for the sector;
- While interest in volunteering and opportunities for engagement are increasing, resources to support and develop volunteers is not growing and, in some cases, is diminishing;
- The costs related to effectively engaging and managing volunteers is not adequately recognized or funded;
- People don't have time to commit to volunteering.
Slide 14: Not-for-Profits
When I think about the sector, I am most pessimistic because:
- Not enough young professional volunteers are giving their time to established organizations;
- The changing demographics. With the increase in chronic illnesses, younger family members who might normally volunteer their time are now becoming full-time caregivers;
- Exhaustion. Higher and higher demand for services with either the same level (no growth) or fewer funds is burning out staff that are doing exemplary work;
- Mais seule inquiétude n'est pas au niveau de l'implication de la communauté, mais le financement pour répondre à tous leurs besoins.
Slide 15: Gov, Private, Other
When I think about the sector, I am most optimistic because:
- I think more and more people are finally making the connection between quality of life and the voluntary sector;
- There is huge capacity for the volunteer sector's ability to be an extension of public sector program delivery;
- Business is starting to understand the role volunteering has in employee development;
- The sector is positioning itself as a leader in innovation - there are many examples in Ontario of innovation that is leading to significant positive change.
Slide 16: Not-for-Profits
When I think about the sector, I am most optimistic because:
- Those organizations that can remain nimble, introduce new ways of working and move forward with a positive outlook will thrive;
- I believe that looking at non profit organizations through a people-first lens offers tremendous opportunities ... volunteers and staff become the biggest resource in the organization;
- The profound excitement, interest and commitment that volunteers bring to their contribution is a constant source of new energy;
- With the growing number of seniors in community there may see a growth of older adults volunteering as they retire and are looking to keep themselves busy.
Slide 17: Pressure points
Slide 18: Pressure points
Slide 19: Looking ahead
Slide 20: Looking ahead
Over the next ten years, what will be the sector's top three challenges?
- External Factors (1):
Demographic bulge (aging), population changes, etc. - Human Resources Management (1):
Training, skills development, leadership/manager recruitment, etc. - Volunteer Availability/Quality (1):
Lack of volunteers with more time, recruitment issues, commitment, etc. - Youth Issues (1):
Youth recruitment, commitment, - Funding/Sustainability (2):
New funding pools, operational funding, stable funding, etc. - Service Capacity/Demand Gap (3):
Lack of internal support for volunteers, lack of capacity to provide services, etc
Slide 21: Looking ahead
Over the next ten years, what will be the sector's top three opportunities?
- Innovation/industry renewal (1):
Social enterprise, new engagement models, new way to fund, etc. - External Factors (2):
Demographic bulge (retirement population), new Canadians, etc. - Collaboration/integration (3):
Collaborate with the government and private sector, partnerships, etc.
Slide 22: Discussion questions
- How can not-for-profits respond to persistent high youth unemployment?
- As not-for-profits shoulder a heavier burden for the provision of public services, how can they guard against rapid policy shifts that could destabilize their business models?
- If the responsibility for renewing our tradition of volunteerism should be shared by government, non-for-profits and communities alike, how do we coordinate our efforts?
