convergenceyymreport

2014 report

Stronger together

cultivating a collective

voice.

february 12–14, 2014

ConvergenceYMM.ca

TABLE OF CONTENTSExecutive Summary 2

Conference Proceedings, February 12th 2014 7

Aboriginal Prayer and Welcome 7

Paying Forward Life-Changing Books 7

Art and Poetry at ConvergenceYMM 7

Mayor’s Address 8

KEYNOTE PRESENTATION: Transforming the Future, Not Some Better Yesterday 9

State of the Social Profit Sector Address 10

Collaboration Models - Panel Presentations 12

Panel Discussion 14

Collective Voice Conversation Cafe 15

Open Space Circle 16

Conference Proceedings, February 13th 2014 19

Karen Larkin Wellness Workshop 19

KEYNOTE PRESENTATION: The Courage to Make History 20

FuseSocial Discussion 2 1

Collective Funding Model Discussion 23

Stronger Together: Moving Toward a Collective Voice 25

Delving Deeper into the Top Five Priorities 26

Strategy Roadmap Presentation 29

Closing Remarks 30

Appendix A: Program 32

Appendix B: Paying Forward Life-Changing Books Reading List 42

Appendix C: Full Notes 44

REPORTFEBRUARY 12–13, 2014

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executive summaryConvergenceyym 2014 was the 2nd annual gathering of leaders in the dynamic social profit sector in Wood Buffalo. Over the course of two days, Board Chairs, Executive Directors and other community leaders explored the collective impact of coming together as a community and a sector. The theme of this year’s conference was “Stronger Together: Cultivating a Collective Voice.” By focusing on developing a collective voice for the social profit sector, Convergenceyym 2014 built on the priorities identified at the inaugural event in 2013 to amplify the role that the sector plays in building a stronger, more resil-

ient, sustainable and remarkable region.

When we reflect back on the 2014 Convergenceyym Conference there are a number of things that emerge. First, is the great news that we were able to come together again as the social profit sector and con-tinue the exploration of what a collective voice might look like and the value it could create for all of us. Second, is the fact that we had

some challenges with the structure of the conference that for some, created frustration and disappointment. As the organizing committee,

we acknowledge that and are already making positive adjustments for the 2015 Convergenceyym Conference.

As you read through this report we believe you will see that, despite the chal-lenges, we still walked away with a great deal of valuable input and clear priorities going forward. We appreciate the candid feedback we have received so far and invite you to continue to provide feedback by speaking to any of the organizing committee members or by sending your thoughts to [email protected].

We appreciate your input and enthusiasm for

continuing to develop this annual gathering of

leaders in the social profit sector.

3 ConvergenceYMM.ca

THE OBJECTIVES OF CONVERGENCEYMM2014 INCLUDED:• Building on the successes of Convergenceyym 2013,

• Expanding knowledge,

• Creating collaborative relationships, and

• Seeking consensus for amplifying the collective voice of the social profit sector

This report presents the key priorities identified at Convergenceyym 2014 and summarizes the conference proceedings.


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key prioritiesConvergenceyym 2014 identified eight priorities that, if even partially imple-mented, will further strengthen the collective voice of the social profit sector in Wood Buffalo:

Developing a governance structureThe collective voice of the social profit sector must be supported by a governance structure that reflects the needs and aspirations of the sector as a whole. Potential governance options include a chamber of social profit organizations, a congress, or a social profit council. Further work must be done to determine the governance structure most suited to the goals of the social profit sector in Wood Buffalo.

Engaging FusesocialFuseSocial is a new backbone orga-nization that seeks to create a culture for innovation in Wood Buffalo and build capacity in the social profit sec-tor. FuseSocial is one existing commu-nity asset that can take a leadership role in continuing to convene conver-sations to strengthen the social profit sector’s collective voice.

Cultivating a Collective Voice for

the Social Profit Sector

Developing a Governance

Structure Engaging FuseSocial and Other Backbone

Organizations

Establishing a Collective

Funding Model

Creating Shared Spaces and

Shared ServicesModelling Inclusive

Decision-Making

Building Shared

Knowledge

Recognizing Interdependence

Enabling Collective Impact

5 ConvergenceYMM.ca

Establishing a collective funding modelThe need to establish a collective funding model that could provide social profit organizations with sustain-able funding and enable social profit leaders to focus on achieving their missions emerged as a key priority. This collective funding model could take the form of a community foun-dation that would fund local priorities and focus on outcomes.

Creating shared spaces and shared servicesShared spaces and services can increase synergies, promote collab-oration, and enhance the profession-alism of the social profit sector. By providing new opportunities to work across silos and organizational bound-aries, shared spaces and services can contribute to strengthening the collec-tive voice of the social profit sector.

Modelling inclusive decision-making The social profit sector is as diverse as the community of Wood Buffalo. In establishing a unified voice for the sector, it is important that it be repre-sentative of the sector as a whole and of the community’s diversity.

Building shared knowledgeIn order to cultivate a strong collective voice, the sector must know more about the needs, priorities, and aspi-rations of its organizations. This could be accomplished through research and data collection as well as through establishing an online platform for social profit groups that could include a community calendar and a portal for volunteer and funding opportunities.

Recognizing interdependenceIn order to effectively amplify our value, social profit organizations must be willing to set aside their organiza-tional agendas to focus on what the sector shares. This involves moving beyond the context of survival, com-petition, and scarcity to work together in new ways to achieve shared com-munity outcomes.

Enabling collective impactCollective impact happens when we work across organizations, silos, and sectors to achieve a common vision for change. Working together provides a context for strengthening the sector’s voice and contributes to initiatives that will improve outcomes for the community as a whole.


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stay connectedThank you to all delegates for attending Convergenceyym 2014.

Mark your calendars for Convergenceyym 2015, February 11–12, and direct all inquiries to [email protected].

The organizing committee would like to thank Vik Maraj and Kevin Gangel with Unstoppable Conversations for facilitating the event. We would also like to thank our generous sponsors, including Suncor Energy, FuseSocial,

Royal Bank of Canada, Regional Municipality of Wood Buffalo, Government of Alberta – Human Services, Nexen, Syncrude Canada, Fort McMurray United

Way, Canadian Natural Resources, MEG Energy, Arsenal FX, Social Prosperity Wood Buffalo, McMurray Business Machines, and Quality Hotel Fort McMurray.

Sincerely, The Convergenceyym 2014 Organizing Committee:

Diane Shannon United Way of Fort McMurray

Emmanuel (Manny) Makia FuseSocial

Amanda Herbert Wood Buffalo Community Village

Connie MacDonald FuseSocial

Jennifer Lamontagne FuseSocial

Cheryl Cooper Regional Municipality of Wood Buffalo

Kim Nordbye Social Prosperity Wood Buffalo

Gayle Phillips Safe Community Wood Buffalo

Jason Beck Justin Slade Youth Foundation

Natashia Foran Government of Alberta

Lynn Rhoddy Stepping Stones Youth Home

Loraine Humphrey Suncor Energy Centre for the Performing Arts at Holy Trinity High School

Russell Thomas Arts Council Wood Buffalo

Stuart Mennigke All Saints Anglican Church

Alexis Holloway The HUB Family Resource Centre

Funmi Baiyewun Child and Family Service Authority

Olive Wooden Fort McMurray Real Estate Board

D’Andre Wilson BrainSTEM Alliance

Alexandra Tarasenco FuseSocial

You can stay connected by visiting us at

@convergenceymm

like our page on facebook

[email protected]

ConvergenceYMM.ca

7 ConvergenceYMM.ca

CONFERENCE PROCEEDINGS

february 12, 2014

Aboriginal Prayer and WelcomeElder Hazel Deranger (Sapake), who was raised in a Blackfoot community south of Calgary and has lived in Fort McMurray for 45 years, led ConvergenceYMM delegates in a prayer to set the stage for the confer-ence and to bring a blessing on the next two days. She gave thanks to the creator and expressed grati-tude that the creator blessed those in the room with the love and compassion to help others.

Paying Forward Life-Changing Books Throughout ConvergenceYMM 2014, the organizing committee thanked speakers by presenting them with life-changing books suggested by delegates and presenters. These books were also given away as door prizes and were accompanied by personal stories shared by the participants who suggested titles. See Appendix D for a full reading list of life-changing books.

Thank you to our ConvergenceYMM Sponsor:

Art and Poetry at ConvergenceYMMOn Day One of ConvergenceYMM 2014, Arts Council Wood Buffalo member Liana Wheeldon captured the events visually, creating drawings that reflected con-versations and insights. On Day Two, Nathan Berube acted as poet-in-residence, recording the wisdom in the room in drawing and verse.


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mayor’s address Mayor Melissa Blake’s opening address congratulated Convergenceyym dele-gates for coming together for the second time and for all the progress that was made in the past year including the shift toward a “social profit” sector iden-tity, increasing collaboration, and establishing a backbone organization. Mayor Blake cited the creation of FuseSocial as one of the most important outcomes of Convergenceyym 2013, one that positions the social profit sector in Wood Buffalo to work more effectively together. She encouraged Convergenceyym 2014 partici-pants to immerse themselves in the idea of cultivating a collective voice and to find ways to make this idea a reality, emphasizing that social profit organizations really

are stronger together.

Mayor Blake stressed the crucial role that social profit organizations play in achieving the region’s goal of becoming a global model for sustainable living in the north. She cited the Strategy Roadmap as one tool that will help the community collaborate across sectors to ensure a high quality of life for all residents.

Mayor Blake concluded her address by insisting that the region needs the voice of the social profit sector at the table, encouraging delegates to work

over the next two days to strengthen their collective voice.

“We need your voice at the table,

and over the next two days I hope this voice becomes stronger and more united than ever.”

- Mayor Melissa Blake

conference proceedings // february 12, 2014

9 ConvergenceYMM.ca

KEYNOTE PRESENTATION: Transforming the future, not some better yesterday Facilitator Vik Maraj of Unstoppable Conversations delivered the keynote presentation on Day One, focusing on what it takes to shift mindsets and cultivate new views that will make a real difference. Vik emphasized that what often prevents collaboration from being effective isn’t the willingness of those involved, but the context within which collaboration is attempted. Often, old contexts act as invisible constraints, limiting thinking and reducing possibilities for new ways of working. When we build positive visions on top of an old context, it yields only minor gains in spite of the talent and commit-ment of the individuals involved in the process.

Vik described Convergenceyym as a bold attempt to create a new context. The current context in the social profit sector is one of survival, in which organizations operate according to a logic of scarcity, competition, justification, and sacrifice. Although the sector’s true values include making a difference, creating possibili-ties, contributing to a world that works for all, and doing the right thing, the mindset of survival acts as a limiting element through which the sector’s true values are filtered, distorting its intentions and ultimately reducing its impact.

To develop anything new, one must first let go of the old context. Vik used the shift from dependence as a child through to independence and then interdependence as an adult to illustrate how moving into a new context requires us to let go of the things we held dear to gain something new. Interdependence is the state within which convergence must happen, as it is essential that we recognize the ways in which we must work together to achieve collective goals.

Some of the key tenets of a new social profit sector context that would enable meaningful collaboration include:

• People first, not organizations first• Holistic vs. silos • Tell the truth vs. keep pretending• Empower vs. helping• We are in it together



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state of the social profit sector addressOlive Wooden, Executive Director of the Fort McMurray Real Estate Board, pre-sented the state of the social profit sector address, focusing on the progress that has been made toward the priorities identified at Convergenceyym 2013. The shifts in the social profit sector are evident in the conversations people are having, the kinds of ideas that are taking root in the community, and in the new practices, processes, and organizations that are emerging. Olive demonstrated that the work from Convergenceyym 2013 didn’t just end up on the shelf, but was acted on by organizations across the social profit sector.

The social profit sector has made the following progress toward goals identified at Convergenceyym 2013:

Rebranding the Sector“Social profit” terminology began weaving its way into reports, com-munications, and day-to-day work. As a sector we cast off the negative descriptors “not” and “non,” opting for language that speaks to the passion, commitment, and value the sector brings to the community.

Developing an integrated community plan for social impactThe Strategy Roadmap integrates mul-tiple plans into a single working vision for the community. The social profit sector has had a great deal of influ-ence on the outcomes identified in the map and will play a key role in its implementation. The Canadian Index of Wellbeing is also being explored as a way to determine peoples’ percep-tions of their quality of life in Wood Buffalo.

Knowing the sector betterThere is an increased understanding of the social profit sector and the vital role it plays in supporting and building quality of life. The Social Prosperity Wood Buffalo Capacity Assessment Survey collected new data about the social profit sector in 2013 and demonstrated a general increase in capacity.

Community engagementWe are creating space for individuals, organizations, and sectors to get to know one another, to learn together, and to understand and trust one another. For example, Arts Council Wood Buffalo gained momentum as a representative arts organization. They successfully elected a board of 11 directors in December representing all the arts disciplines, business/industry, community, Metis and First Nations.


11 ConvergenceYMM.ca

Increasing collaborationSocial Prosperity Wood Buffalo’s collective impact workshop series for youth-related issues is discovering new ways to work together to support youth initiatives throughout the region. An innovative partnership between RMWB’s Rural Economic Development and the YMCA to deliver Youth Opportunities Programming in Fort McKay and Anzac is connecting youth to positive information to encourage them to complete a full education that ultimately improves the econ-omy. Private sector organizations are extending their facilities to include shared space for social profit organi-zations. A simulation of experiencing poverty is being brought here in April to tie into Poverty Reduction Strategy conversations that have begun to explore what is a real living wage in Wood Buffalo.

Cultivating a collective voiceWhen one group is empowered to take the lead on issues that affect the sector, it can have powerful results. This year the sector raised its voice to speak about concerns with the provincial budget and to ask relevant questions during the municipal elec-tion. ConvergenceYMM 2014 focused more specifically on developing the collective voice for the sector.

Backbone organizationIn December, FuseSocial, a new back-bone organization, was announced. Formed through a merger between Leadership Wood Buffalo, Nonprofit Sector LINK, and Volunteer Wood Buffalo, FuseSocial is focused on enhancing the capacity of social profit organizations; amplifying the collec-tive voice of the sector; incubating new collaborative initiatives; and, pro-moting volunteerism and community leadership.



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collaboration models panel presentations A series of three panel presentations explored different models that have been used to establish a collective voice for organizations seeking to achieve a com-mon purpose. Panel presenters including Katherine van Kooy, Debbie Hahn, and Mandie Abrams have blazed the trail toward establishing a collective voice in their communities and sectors.

Katherine Van Kooy: CCVO The Calgary Chamber of Voluntary Organizations (CCVO) emerged out of a grow-ing collective voice movement in the 1990s when leadership organizations began to talk about how to increase their impact by working together in a new way. While there were many strong capacity building organizations in Calgary at the time, there was also a sense that the community needed a new organization to fill a gap and to take a lead on issues that affected the sector as a whole. CCVO was launched in 2004 and is a member-based organization whose purpose is to pro-mote and strengthen the nonprofit and voluntary sector. CCVO takes a leadership role on critical issues, works as an intermediary with government and other orga-nizations, promotes understanding and awareness of the sector, and increases knowledge about the sector. Collaboration is essential to CCVO, and its work is amplified by working together with other organizations. CCVO also has an exper-imental approach that emphasizes trying new things, learning from others, being proactive, and getting out there and doing things.

Debbie Hahn: NAABA The Northeastern Alberta Aboriginal Business Association (NAABA) is the voice for Aboriginal businesses in the oil sands. NAABA operates like a chamber of commerce and certifies that Aboriginal businesses are 51% owned and operated by Aboriginal people. In its inception, a few local business owners came together to pool their resources so that they could compete for oil sands jobs that would have been too large for individual businesses to take on. NAABA’s mandate is to improve economic prospects for Aboriginal people through business devel-



opment, and the model is based on small businesses working collaboratively to make each other more successful. NAABA promotes Aboriginal businesses, facilitates training, and assists people to start and grow their businesses. They also provide men-torship opportunities for youth and new businesses, help women entrepreneurs, and are working with the Chamber of Commerce to further promote the businesses in their network. Last year Aboriginal businesses in the region received 1.2 billion dollars. NAABA’s accomplishments could not have been achieved without a commitment to achieve collective impact.

Mandie Abrams: ECVOThe Edmonton Chamber of Voluntary Organizations (ECVO) was established in the mid-nineties when a group of human services executives came together to find a common voice. As opposed to continuing to be reactive to things, community organizations realized there was a need to be proactive as a sector to develop the same level of influence granted to other sectors. The idea of the nonprofit sector as a distinct entity was new at this time, so there were many conversations explor-ing what a chamber of voluntary organizations would need, who it would represent, what it would look like and how it would be governed and funded. ECVO recruited from across the sector to create a base of support from all organizations and to build legitimacy to take on the role of acting as a collective voice. ECVO is now a membership-based charity with 200 members that provides direct services to non-profit employees, organizations and boards, including learning and development supports. It also facilitates collaborative and joint efforts, convenes conversations, communicates and informs, and represents the interests of the nonprofit sector at municipal, provincial, and federal levels.



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panel discussionsFollowing the presentations, Vik and Kevin led a discussion with panel presenters and Convergenceyym delegates to delve deeper into the process of establishing a common voice for the social profit sector in Wood Buffalo.

Key insights from this discussion included:

• People need to leave their personal / organizational agendas at the door to pro-vide a collective voice for the sector as a whole.

• To work together and be successful, people need to be willing to give up some control.

• The culture in the social profit sector needs to change. The mindset of survival, deficiency, lack of professionalism, lack of resources needs to shift, but it won’t change until we really own it and actively work to change it.

• Building a collective voice for the social profit sector is still largely uncharted territory. It’s like we’re hanging onto the side of the pool, and if you let go of the side, you don’t know what will happen because there aren’t very many lifeguards yet in these waters. Organizations like CCVO, NAABA, ECVO can serve as lifeguards in this new space, showing us models that have worked in similar contexts.




collective voice conversation caféIn the afternoon of Day One, Convergenceyym 2014 delegates participated in a conversation café designed to coalesce the notion of a collective voice into something tangible that can be realized in the community.

Participants were asked to imagine themselves standing 10 years in the future, when the social profit sector has already succeeded in creating a strong col-lective voice. They were then asked to consider what the collective voice looks like, what unique and powerful relationships now exist, what unprecedented outcomes have occurred, and what is different for social profit organizations and the community because of the collective voice. They then engaged in a process of backcasting in which they identified steps that would lead toward this realized future.

During the conversation café, the following themes and priorities emerged as ways to operationalize a collective voice for the social profit sector in Wood Buffalo:

1. Multi-use complex with shared resources space (e.g. lawyer, accountant, HR, fundraising, jani-torial, IT, copy center, etc.).

2. Competition no longer exists (Community Directory) (Shared Boards) (No Service Duplications without Losing Quality) (Shared Funding).

3. One Fundraising body – Central fundraiser like a community foun-dation does all fundraising and then organizations just submit their budgets annually so they can focus exclusively on service delivery.

4. People experience communi-ty-engagement as a quality use of time and as a tangible benefit on a personal level. It is easy to get involved.

5. Wiki-McMurray. App for all things McMurray. Know before you go feature.

6. Client-centered focus (not organization-centric).

7. Town tours for newcomers. Have the social profit sector included in community tours when new peo-ple come to the community.

8. Create community foundation. Community invests in itself.

9. Municipal planners and social profit executives plan hand in hand.

10. Guest population reduced by 50% and is engaged in the community.

11. Take turns leading (geese in for-mation). Decision-makers reflect the actual population of people they represent.

12. Centralized corporate contribution so that organizations would not have to contact businesses every year for funding.

13. Community improvement tax for guest workers, $3–5 per room per day, distributed to the commu-nity foundation.

14. EDs are no longer event planners and fundraisers


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open space circleConvergenceyym delegates participated in an Open Space process to make the future vision established during the conversation café more tangible. Open Space is a process in which participants propose discussion topics and then take a lead-ership role in convening conversations about the issues and/or opportunities they are passionate about.

With their chairs in concentric circles, participants were invited to come to the cen-tre of the circle to propose topics and to choose a time and a place to host their discussion. Topics were divided into structures that would need to be in place to fulfill the vision and actions taken to get there.

Structures and potential actions proposed for the open space session included:

Structures:1. FuseSocial

2. Representation of diversity in decision making: social sector, government

3. Funding model which leaves no organizations behind due to mandate, maturity, or the ability to self-advocate

4. One voice: membership, represen-tation, governance

5. Where to house: are there reserved lands / spaces that could be made available to build a super-structure?

Potential actions:

1. Wood Buffalo social profit endow-ment fund with interest funding the social profit sector.

2. Community calendar that is inclu-sive and comprehensive

3. Community development, assess-ing needs in the community so that we can proceed with our programs

4. Services for people who don’t speak English at all, have no Canadian experience, no perma-nent residence, no health insur-ance, no family members and are looking for a job

5. Newcomer information

6. Recreation clubs and how we work together and support each other



7. Immigration office in Fort McMurray to assist with employment, legal aid, student funds

8. Birthing Centre

9. Francophone space and services

10. Appropriate, accessible healthcare for all, for free

Before the end of Day One, delegates participated in conversations about the structures proposed to bring about a strong collective voice for the social profit sector. They were asked to frame their discussions around the following four questions:

1. What does the future realized look like in this area?

2. What key actions did I/we take to realize this future?

3. What one action will I take within the next week (date and time) to set this in motion?

4. What did I/we have to let go of to take these actions?

Themes discussed during the OPEN SPACE CIRCLE session included:

Fusesocial• The role of FuseSocial: advocacy,

backbone organization, mandate to serve social profit sector as a whole, bringing everyone together, know-ing the sector, shared services

• Create a platform where every orga-nization can amplify their mandate

• Community foundation to establish an endowment fund to support the sector

• Need to let go of: personal agendas, silos, distrust, unhealthy competition

• Need to get buy-in from the sector, respond to the needs of members

Representation of diversity in decision-making• Need to ensure that every major

diverse culture is represented in community decision-making

• Cultural sensitivity and compe-tency, removing barriers, cultivating belonging

• Need for mentoring, training, barri-er-free services to all residents

• Need to let go of: the idea that multiculturalism is about “others,” working in our comfort zones


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A funding model that leaves no organization behind • Central funding body

• Focused on outcomes and needs, not on organizations

• Need to understand existing funding models, funders

• Need to let go of: us vs. them atti-tude, rigidity

One Voice: membership, representation, governance• Structure could be a “chamber,”

“congress,” “social profit council” with a good understanding of what exists in the community and how to coordinate the sector on common issues. All groups that want to be involved are encouraged to contrib-ute to the collective voice

• Role of the collective voice: lobby for recognition and support, advo-cacy, influence policy, collect and share information about the sector, represent membership

• Need to let go of: control in order to trust the collective voice to speak for all, focus on individual mandates, the belief that it is someone else’s job

Super-structure/space• Central hub for social profit organi-

zations with satellite offices

• Shared spaces and resources, inte-grated into other sectors (govern-ment, corporate spaces)

• Must meet the needs of organizations for privacy, confidentiality for clients

• Lobby RMWB to include space for social profit organizations in new developments

• Developing a committee to assess the space needs for the sector, revisit the shared space survey and include those who were missed

• Need to let go of: apathy/passing the buck, autonomy/independence, the idea that someone else should fund this




CONFERENCE PROCEEDINGS

february 13, 2014

Karen Larkin* Wellness WorkshopTo begin Day Two, life-coach Karen Larkin reminded social profit leaders to maintain a healthy self-focus and to look after themselves in body mind and spirit as they work to create change in the community.

She led the group in a life-wheel exercise to increase personal happiness in which participants were asked to draw a wheel or a flower with the following categories and then rate each category according to how satisfied they currently are with that aspect of their lives:

1. Exercise

2. Nutrition

3. Time in Nature

4. Contribution and Service

5. Relationships

6. Recreation

7. Relaxation and Stress Management

8. Spiritual or Religious Life

Participants were then asked to consider which areas needed to be improved in order for them to feel happier, and were given time to choose one area they wanted to shift and to commit to one thing they could do to make that happen.

*We are grateful to Karen for filling in for Heather Thomas on short notice.



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KEYNOTE PRESENTATION: The courage to make history

Kevin Gangel of Unstoppable Conversations delivered the keynote address in the morning of Day Two, focusing on how to break from the past to build the future we want for Wood Buffalo’s social profit sector.Kevin emphasized that the sector is not looking to create incremental change, but to achieve a non-linear result over the next ten years. This is what it means to make history, and this kind of radical change requires a future-focused approach. Kevin used the historical example of going to the moon to demonstrate how making his-tory starts with a bold vision. In addition, achieving transformational goals requires us to move beyond our comfort zones into a disruptive, new space in which we question our underlying assumptions and let go of old ways of working to make room for something new.

Kevin’s keynote demonstrated that planning from the past will only lead to a better yesterday and that in order to create something transformative, we need to approach it from the perspective of the realized future. For Convergenceyym 2014, the challenge is to stand in a future in which the social profit sector has a strong collective voice and then look back and figure out how we got there.

Kevin reiterated the core purpose of Convergenceyym 2014 as twofold:

To take the next step in Developing a Collective Voice for effectively contributing our sector’s expertise to empower sustainable decision making, and

Arrive at a Shared Understanding of what a Collective Voice looks, sounds, and feels like to develop the actions that will fulfill its realization



fusesocial discussionStaying true to their assertion that transformative change requires letting go, Vik and Kevin opened up the agenda on Day Two, co-creating it with Convergenceyym delegates to find the best way to expand upon the vision for a collective voice that was beginning to take shape.

On Day One it became clear that participants did not have a shared under-standing of the new organization FuseSocial and how it might contribute to the goal of developing a strong collective voice for the social profit sector. To ensure that everyone was on the same page, Vik and Kevin invited community leaders involved in creating FuseSocial to clarify the purpose and role of the new organization.

Convergenceyym 2014, organizing committee members, Russell Thomas and Diane Shannon opened the conversation. FuseSocial Board Chair Jeannette Bancarz, Board Vice-Chair Bonnah Carey and Chief Social Innovator Manny Makia, responded to questions and continued the conversation with delegates.

The following information and themes were discussed:

• FuseSocial’s vision is to create a culture of social innovation. Its key responsibility is to build capacity in the social profit sector.

• FuseSocial’s role is to be a convener, to bring all the voices together. The incep-tion of FuseSocial goes back a few years to early conversations through the Social Prosperity Wood Buffalo project and later at Convergenceyym 2013.

• Three capacity building organizations, Volunteer Wood Buffalo, Leadership Wood Buffalo, and Nonprofit Sector LINK realized they were all focused on capacity building in the sector and that it was time to explore how they could collaborate.

• FuseSocial is about being stronger together for the benefit of the community.

• FuseSocial is a resource, a tool, a channel to help build plans, to focus the ener-gies of the sector so that we can enjoy fantastic results for the community.


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• The organization is looking for your feedback and your advice about how to do things differently.

• The FuseSocial Board is always open to feedback, dialogue and to being asked hard questions.

• FuseSocial was never intended to be a gatekeeper or in control of the sector. The community directs where the social profit sector needs to be and FuseSocial is here as a support and a resource for social profit organizations, the sector and the community.

• FuseSocial would like to be an expert on issues that affect the sector, including understanding what organizations exist, what the sector as a whole is going through, and what the challenges and barriers are.

• To do this, we need social profit organizations to tell us their passions and their needs.

• It is not FuseSocial’s intent to be sitting at all the decision-making tables in the community, but to advocate on behalf of the sector to ensure that the organiza-tions that need to be there have a seat at the right tables.

• FuseSocial is a gathering point for the critical needs in the sector. It’s about gath-ering information, connecting the right individuals, and ensuring through evalu-ation and measurement that our sector has the programs and services that are needed in the community.

• FuseSocial is a movement, a vision.

• FuseSocial wants to be part of the collective voice and to help the social profit sector think differently and become more innovative so that together we can “get to the moon.”

• FuseSocial sees itself as a backbone organization. As the sector grows, there could be multiple backbones that support different needs.




collective funding model discussionBuilding on the themes and priorities established on Day One, Convergenceyym delegates formed groups to discuss one of the top priorities identified during the conversation café, establishing a collective funding model. They were asked to dis-cuss the collaborative funding model with an eye to what a collective voice for the social profit sector in Wood Buffalo might look like. Board members, staff, and other key stakeholders with an understanding of FuseSocial participated in each group to help discussions build on what already exists in the community. Conversations were structured around the question: What does a collective voice need to look like to fulfill a collaborative funding model? Participants were asked to identify key concerns, possible solutions, and things that would need to be given up to create the desired future.

Key themes from this discussion included:

• Establishing a community foundation.

• The foundation could be funded through resources like a community tax or leg-acy gifts from community leaders when they leave the region.

• Pooled funding with 100% buy-in from government.

• A collective funding model like a community foundation would be Wood Buffalo-centric and would therefore be able to fund local priorities like collaboration.

• A collective funding model could lead to more mergers and meaningful collabo-rations that would consolidate the resources needed by the sector.

• A collective funding model would enable ED’s to spend less time fundraising and more time achieving the mission of their organization.

• Organizations would have to let go of the competitive mindset of “my funding.”

• A collective funding model could base funding on the organization’s position in the adaptive cycle.

• Lack of clarity around whether industry would want to fund the sector as a whole in this way. Different businesses and funders have priorities and may resist transi-tioning to a collective funding model.


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• Funders would have to give up having their names attached to things, which is currently an important incentive to donate.

• Recognition that funders need to play an active role in this conversation.

• Having a representative from each organization form part of the collective voice.

• Being able to make the case for the need to do things differently. Board mem-bers and the community at large must understand why we need to change.

• Questions about how the new collective funding model might be similar or differ-ent to the United Way.

• The need to develop more social enterprises to offset the costs of social profit operations.

Key concerns and potential solutions included:

Concern Solution

Having access to affordable, appropri-ate spaces and shared spaces

Space in churches, shared spaces throughout the community

Being able to value staff appropriately

Having social profit staff qualify for affordable housing, offering housing subsidies like those that exist in other industries

Strengthening the community to be sustainable

New camp taxes will seed the collec-tive funding model

The individual fundraising efforts of organizations help to raise awareness for their causes in the community

Funding must be sustainable

Social Profits are spending too much of their time fundraising.

Supports for fundraising activities (shared fundraiser)

Getting all the right people to the table (representatives from sub-sectors, getting governments and industry on board with a collective funding model)

The collective voice would advocate for the new model with funders

Designated funding poses challenges to a collective funding model

Increased understanding about exist-ing designated funding sources




stronger together: moving toward a collective voiceTo help Convergenceyym delegates and facilitators co-create an agenda for the remaining afternoon session, Diane Shannon, Executive Director of the United Way and Convergenceyym committee members, reviewed the impetus for Convergenceyym 2013 and the goals that the organizing committee hoped would be achieved at the 2014 conference. Diane explained that Convergenceyym 2013 emerged from the sense that social profit organizations were not all aware of the changes that were happening in the community, both related to the downtown redevelopment as well as the growing population and changing demographics that would bring more seniors, children, and new Canadians to the region. The commit-tee wanted the local government and industry to share this information so that the social profit sector could better understand the urgent issues the sector would be facing in the coming years.

Collective voice was chosen as the key focus for Convergenceyym 2014 because out of the seven priorities identified during year one, we didn’t yet feel that our col-lective voice was being heard as strongly as it could be. Although the social profit sector is one leg of the 3-legged stool along with government and industry, we still aren’t organized to have representation at all the decision-making tables that are relevant to our work in the community. We need to continue to build the authority and credibility to sit at those tables as equal partners with government and indus-try. The first step to having a strong collective voice is having a shared vision for what that voice would look like and what it would do.


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delving deeper into the top five prioritiesTo continue exploring how the social profit sector can position itself to ensure it is recognized as an important entity in the community and to better scale its impact by working collectively, the final exercise refocused the group on the notion of col-lective voice and how it could take form. In five groups, participants discussed the top five priorities identified during the conversation café on Day One, considering each topic from the context of building a collective voice. The organizational struc-ture that would inform and enable a collective voice was added to the list in order to facilitate a discussion about how to make the collective voice more tangible.

The five priorities discussed included:

1. Organization of the Collective Voice

2. No Competition

3. Community Engagement

4. Collective Information

5. Collective Impact

Organization of the collective voiceThis group explored the organiza-tional structure that would enable the social profit sector to develop a strong collective voice, as well as the function that the collective voice would have for the sector. Key themes from this discussion included:

• The collective voice won’t be able to do everything for everyone, but should focus on the social profit sector as a whole and the issues and opportunities that are common to all organizations in the sector.

• The collective voice needs to get going quickly and have a strict focus to move forward in a real way that we can all appreciate and derive value from.

• Governance could involve a steering committee or be membership-based. The body responsible for the collec-tive voice could be an independent organization or could be an arm of an existing organization.

• Suggestion that FuseSocial research different organizational structures and propose them to the social profit community.



No competition/ interdependenceThis group focused on the need to reduce competition and turf-protection between social profit organizations to move toward greater recognition of our interdependence. The following key themes were discussed:

• Funding from a potential new type of visitor levy (tourism and/or guest accommodations, etc.) could provide sustainable funding to social profit organizations.

• Developing an equal market strategy for the social profit sector to lower turf protection.

• The need to be honest about our own agendas and to be willing to put these aside while promoting and supporting what we do together.

• Marketing strategies including putting signs on busses, visiting career fairs, making presentations to corporate funders to promote our new “collec-tive” sector voice organization and to emphasize that the social profit sector is an active and important element of our community.

• Building networks and stronger relationships within the social profit sector through social gatherings and after work activities.

Community engagementThe community engagement group focused on promoting inclusion of all groups in Wood Buffalo including mul-ticultural groups, Aboriginal, Inuit and Metis, francophone, and other popula-tions. Key themes discussed included:

• Strategies to engage the community such as showcasing our cultures, assuring we have appropriate cultural associations, sharing beliefs, welcom-ing new community members, and celebrating together.

• The need to build trust and respect towards our diversity.

• Understanding our past, including broken promises.

• Understanding where we as different cultures fit in our collective future.

• Cultivating an appreciation for each resident and culture and building sol-idarity to support the different groups and causes.

• Being willing to let go of control and trust that we are all important.

• Giving up the idea that any one cul-ture is more important than another as well as the belief that large num-bers dictate priority.


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Collective informationThis group explored ways that the social profit sector could effectively share information and keep each other and the community informed about events, programs, services, challenges, and opportunities. Themes of this dis-cussion included:

• A shared community calendar for the social profit sector.

• An online directory of social profit organizations.

• Online forums for social profit orga-nizations to talk about resources and opportunities.

• An opportunities bank to match vol-unteers to social profit organizations.

• Marketing the social profit sector in various public locations throughout the community to develop a stronger profile.

Collective impactThis group discussed using a collective impact approach to bring all sectors in the community together to solve complex social problems. Key themes discussed included:

• The preconditions for collective impact, including urgency of issue, adequate resources, and influential leaders.

• The five conditions for collective impact including common agenda, shared measurement, mutually rein-forcing activities, continuous commu-nication and backbone support.

• Using data from the Canadian Index of Wellbeing’s Community Wellbeing Survey to track the community’s prog-ress toward a common goal.

• How to operationalize this approach in the community, including ensuring privacy and security for clients, estab-lishing mutually reinforcing activities and communication processes, and meeting regularly with the backbone organization.

• Creating an inventory of social profit assets.

• Shared services.




strategy roadmap presentation To conclude Day Two, Manny Makia, Chief Social Innovator for FuseSocial, pre-sented the Strategy Roadmap, a visualization of outcomes intended to chart a course for building responsive and resilient communities in Wood Buffalo so that residents can attain a high quality of life. Manny reiterated that collective action leads to common growth and that at the heart of Convergenceyym is the concept of collaboration, not just within the social profit sector, but in the community as a whole. He stressed that we need to create an environment where we realize that unless all of us succeed, none of us succeed. In order to achieve our goals as a community, how we conceptualize, address, and finance our interventions and how we develop community plans and policies needs to become more collabo-rative. We need to align our isolated efforts and change our internal compasses toward being a global model for sustainable living. This is the purpose of the strategy roadmap.

Manny described the development of the strategy roadmap, beginning with con-versations in June 2013 and then ramping up in September 2013 when 30 individ-uals from across all sectors came together to refine the information included in the first iteration of the map created by consultants David Forrest and Keith Jones. The Strategy Roadmap highlights outcomes drawn from a range of community plans, including Future Forward, Envision Wood Buffalo, the regional Social Plan, and the Municipal Development Plan, all of which involved extensive community consulta-tion processes. 1300 outcomes were mined from these existing plans then distilled down and vetted by the multi-sectoral group to form the 283 outcomes that were included in the Strategy Roadmap.

The Strategy Roadmap is a detailed visualization of strategy on a single page. It is not another plan, but shows us the intentions of community stakeholders and how we might realize our goal of creating a responsive and resilient community. The roadmap is about the entire community. The social profit sector has a stake in it and the other sectors do as well. FuseSocial will be convening conversations soon to help the community think about how to use the map to accelerate our progress toward becoming a global model for sustainable living in the north.


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closing remarksVik and Kevin from Unstoppable conversations concluded Day Two with a chal-lenge to each participant to consider what he or she could personally do later that day or the next day to keep the conversations started at Convergenceyym 2014 alive. Vik observed that the social profit sector in Wood Buffalo has a remarkable opportunity at this moment because it has a shared tolerance for risk, a commit-ment to trying new things, and a willingness to make mistakes and to give each other space to experiment while seeking to develop a strong collective voice.




appendix a

program

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appendix b

paying forward life- changing books reading list

appendix b // paying forward life-changing book reading list


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appendix c: full notes

conversation café Group Notes

1 No more soup kitchen in Fort McMurray

No more homelessness

Social Benefit Sector has one voice, is at the table solving complex social problems with other partners / sectors

Social profits have space / all the space they need!

Wood Buffalo, “a region / home town of choice:” Here because I choose to be!

Social and for-profit relations: sustainable funding

Support for elderly and youth: whole cycle of life supported / enriched

Sustainability! Adaptive cycle!

A community that values & embraces social profit!

Social profits have the organizational capacity to fulfill their goals, pro-grams & missions (meet community needs)

Economic heart of Canada: more than just industry

2 We are the global model and mentors to help achieve our awesome ends (we are the example of sustainability)

Zero % homelessness (following our plan)

End of competitive fundraising – community foundation: have the right people on staff to do what needs to be done rather than ED’s who have to do everything

In 10 years we will be compensated accordingly (gender parity): ap-propriate support staff

Organized pool of volunteers with skills available to many organiza-tions

Working, completing

Now, 10 yrs from now we are proactive (at a planning table with indus-try, government, involved in key decision-making)

100% of the community contributes – get there through positive brand-ing, engagement, knowledge: community needs to be owned by the residents.• Create opportunities to participate• Link with industry, recruitment in private industry• Community bottle drive: create pools of funding• Create different levels of participation• Create a community foundation – self-sustaining

Super tangible: round 3

appendix c: full notes // conversation café


Housing is affordable, constructed according to code (fire, etc.): all homes are well-built & affordable, safer communities – infrastructure, sidewalks, lighting, parks, snow removal: all consistent with North American standard

Drug problem addressed, no apathy: joint task force of social profit, industry, government, police, health, Athabasca tribal council

Services and supports for elderly, retired people, youth, families. Af-fordable – Daycare – subsidized?

Location; qualified staff: accessibility• Re-use public land reserves according to need: where are there hidden possibilities? Tie this to industry funding / partnership projects

Transport – rail lines, air traffic – cheaper, safer

What else might benefit? Lover prices, more connections, safer for drivers

3 Diversity valued

Talented

Competitive in compensating

All sectors are working together to achieve the same goals within the community – shared vision

Education

Positive contribution

Engaged community

New community culture

Understanding of Aboriginal history within WB – French, English, Ab-original – real history, visible signage

Consistence with North American standards – maintenance, snow removal, city maintenance: should set standards

Industry is active in community

Better & accurate understanding of residents

Embrace Canadian values (for newcomers)

HUB

Structure

Function

Simplicity

Focus

Excellence in Service Provision

Share leaders – everyone to have a voice • Take turns


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Back to basics – how?

Community improvement tax

Participation – no similar services, without losing quality

Sharing services (HR, IT, Janitorial)

Town tours for newcomers

Shadow (guest) population reduced by 50% and engaged in community

4 Well-oiled machine: everyone working together

Shared resources

Mentors for other communities

Strong sense of community where everyone ensures everyone be-longs and is successful – long term

Open communication and collaboration with a feeling that everyone belongs and is understood

100% participation of social sector in a hub who supports needs and shared resources – IT, lawyers, admin, funders• Looks like a store front, portal • Everyone uses collective impact to work together• Have 10 years of data from community wellbeing survey

Endowment fund supported by industry/government/community to ensure financially viable

People ensure everyone is self-supporting

Let go of fear of control: if what you are doing isn’t contributing to overall collective impact, we stop

5 10 years from now – round 1

Terminology or common language – ie. clients

Industries are no longer intimidated

Collaboration within events (calendars, etc.), central hub, programing, services

App for events / new to town (know before you go)

Better understanding of what everyone actually does

One organization (one stop shop)• Multi-agency building• Agency does foot work: client can simply come and say what they need• FuseSocial model• Client-centered

Physical location for a “welcoming committee” (or center)• Social Sector welcome wagon• Agency• Tourism • Public / Catholic school board• General information• Place to assist you when getting set up / settling in• Language or cultural barrier



Round Two

Shared resources• Ie. not duplicating services (boardrooms, etc.)• Effort and time when we are all using the something• City hall model• We are only as good as our weakest link• Instant networking• Policies, finance, shared websites

Relationships • Other organizations for programming

Separate organization to be the Hub

FuseSocial Model

Welcome committee to share messages• Assist in building cultures / collaboration• Collective voice• Website• 211• Networking group

We know what everyone does to make it easier• Networking • Collaboration

Website – newcomer site

Round 3

Newcomers – info providing• Tourism package• Fun facts• All levels of government, industry, and social sector on same level

Understanding of what everyone does • Inter-industry• Networking• Community foundation for sustainable funding

Shared space • One-stop• Affordable space• Sustainable• Closed offices• Shared security, admin, facilities• Accessible space• Networking space

6 Collective advocacy

Hub of shared resources • Information • Shared lawyer• Financial support• One-stop shop• One community directory - 211


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Town tour for newcomers

A place to live, not just work

50% shadow population

Globe & Mail series of positive articles (media!!)

7 We will want to be part of forum because there is a benefit

Political clout / influence• All corners of WB region are engaged with equal voice• Forum to bring leaders from all communities to identify needs• Familiar with all our programs: we know ourselves

Funding not an issues – there is sustainability for organizations

Sustainable staffing – good succession planning

Central spot to access resources• Lifeguard, expert consulting

We have an organization with staff to do this work

Equality in salary (to industry)

Position seen as a career. People first.

Centralized professional group to advocate on behalf

Mechanism to legitimize this entity to speak for community interests

Knowledgeable, has the pulse of the sector, understands the environ-ment

Have a far more simplistic way of doing things. We share and let go of “agency hats” and be more efficient

Database of needs that we all share

One website with connections / links to organizations to link communi-ty needs to agencies (directory of organizations)

Physical “social benefit organization” tour of city

One central IT support for everyone in the sector

A culture of sharing

8 Ongoing formal voice with city council and city planners (we are part of integral planning process) – an operating body that leads the col-lective voice

Collaborative voice with private sector

Canadians deeply understand the challenges and opportunities faced by RMWB

Social profit advocate – permanent representation at all levels of gov-ernment and private sector – teaching, showing / sharing

Endowments / social profit – community foundation / shared space

Common area (building) – shared resources

One voice / community – through informative data

9 Each member in our community does contribute to our community with their passion



We respect and affirm one another’s mandates to achieve collective end

We value a balance of work, play, community, and learning

We value social innovation and diversity• Representation from all areas of society (gender, age, economic) on boards, government, front-line work, etc.

Infrastructure reflects the current developed culture• Develop jobs outside of the “oil” energy sector• Access to be educated in their community K-post-secondary and

then innovate and do research to contribute

We have lots of offices, spaces for social profits so we don’t compete with private sector

Art doesn’t compete with sports for money and resources

Community resources so we can attract and retain staff and people / reduce turn over rate

10 10 years…

Social profit sector along with government (all levels) are equal part-ners in community cultivation (adapting to the community needs)

Inclusive and accessible to all – no one falls through the cracks

Overall accessible community – reaching out to all parts of the com-munity and we all play a part

Holistic approach accomplished among community sectors all working in the same direction

No competition for funding, space, program initiatives, volunteers

Sharing the strengths of volunteers to achieve success in all programs

Sustained social profit sector space, programs

Subsidized rent options given from the RMWB – to assist in sustaining social profits

Community foundations – charitable organizations developed by indi-viduals who want to give back to community

10 years…

100% of our community is employed in a job they are fulfilled in

All new companies become involved on a ground level with all social profit organizations

Developing better connections for community and outlying communi-ties in relation to recreational needs (hub of information for all ser-vices)

Having RMWB re-developing the ownership of their recreation facili-ties and not contracting services out

Enhance strength

No barriers to meeting needs

Embrace the individual and find somewhere where he / she will be-long


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Have a listening ear from all levels of government

RMWB want to influence the decisions vs. making the decisions

Percentage of companies that exists or start business give a certain % of profits to social profits to benefit our community and keep it thriving

Every community has their own facility center that meets the needs without having to drive somewhere else

Improvement services taxes on camps or companies that are individual

Diversity and gender in social profit sector

11 Collective Voice

High social activity

High level of social profit / prosperity trust and interdependence (no red tape)

Established, strong relationships with regional, provincial, national and global social profits

Workforce stability and consistency (in turn-over rates)

Rampant creativity and innovation in social profit sector (eg. Partnerships)

All community needs are met ( joining of services)

Social profit council

2nd round

Community engagement, quality and meaningfulness and inclusivity increased by more comprehensive accessibility for all community members• Cost of involvement / engagement• Child care availability • Transportation• Neighborhood-centric• Social profit interdependence• Eliminated duplication of services• Resource sharing• Social profit mall• Umbrella council

Social profit council creates opportunities to share global research, initiatives, best practices, educational opportunities

Multi-year contracts

3rd round

Social Profit Mall • Store-front (social profit advisor, community advisor)• Resource library• Resource management staff• Office and spared space, services• Shared payroll, IT, purchasing, HR, lawyer, janitorial, copy center,

fundraising• Satellites in larger neighbourhoods and rural communities, mobile

unit



12 Consistent and equitable to private sector salary scale for all levels of social profit

Complete network – where everything is linked – free flow and shar-ing of information

Research driven and measured

No more fundraising

Social profit sector is deemed a valuable sector in local and provincial economy

Consensus of local best practices that standardize operations within the sector and provide a manual of how-to’s.

We are seen as a collective without losing identity

Community foundation exists (tag line “leave it to us”)• More engaged community• Volunteerism is more focused on mandate than events• Endowment model• Strategic focus and collective action• Ideal – CF takes over all fundraising and agencies just submit their

annual budget for approval• Scalable


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OPEN SPACE SESSION: STRUCTUREGuiding questions for group discussion:1. What does the future realized look like in this area?

2. What key actions did I/we take to realize this future?

3. What one action will I take within the next week (date and time) to set this in motion?

4. What did I/we have to let go of to take these actions?

Group Notes

1: FuseSocial Membership of a collective

Advocacy

Backbone support

Mandate to serve all social sector

Research / share data

Bringing everyone together

Create a platform where every organization can amplify their mandate

Communication among membership determined by sector

Shared services – IT, admin, lawyer, etc.

Has the knowledge of the sector from previous research to move actions / outcomes

Community foundation to establish an endowment fund to support sector

“Let go”

Personal agendas

Silos

Funding structures

Present perceptions

Distrust

Unhealthy competition

Everyone has buy-in – 100% membership, have to respond to the needs of members needing support

2: Representation of diversity in decision-mak-ing, social sec-tor, government

What does the future realized look like in this area?

appendix c: full notes // open space session: structure


Coming back to the practice – representative of every major diverse culture in decision-making

Belonging

Income parity

Cultural sensitivity & competency

Removing barriers

What key actions did I/we take to realize this future?

Mandatory training in cultural competency in schools and health care professions

Voice for diverse needs

Barrier-free services whether language or otherwise

Mentoring and apprenticeships (fast-track for doctors, law-yers, nurses), corporate level

What one action will I take within the next week (date and time) to set this in motion?

Individual mentoring for people in my community

RCMP and service sector diversity

What did I/we have to let go of to take these actions?

Lose comfort zone

The misconception about multiculturalism being about others

Love the nitty-gritty perspective

3: Equitable fund-ing model which leaves no orga-nization behind regardless of:

1. Mandate

2. Maturity

3. Ability to self- advocate


Look at outcome, not organization

Standard formal for funding in entire community

Central funding


Mentorship self-advocacy

Focus on needs

Focus on outcome


Funding literacy 101


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Seek to understand funding sources

Identify the players to the funders

Audit current funding models

Engage FuseSocial to get on their agenda

Community investment program (Regina, Ross)

Form a committee to evaluate via survey

Increase membership


Let go of rigidity

Let go of us & them attitude

4: One Voice – membership, representation, governance


Having a “chamber,” “congress,” “social profit council” structure with a good understanding of what exists and how to coordinate groups for common issues (all social profit groups that want to be involved are encouraged to be involved and have a voice in the congress)

Lobby for recognition & support

Advocacy role

Policy level

Ability to influence political

Each group has ownership

Memberships – formal and informal groups

Receive / give information

Transparent

Registration / membership

Representation of all social profits with elected board and 1 + staff, council


Control and trust to let one voice speak for all

Solely concentrating on individual mandates for larger picture

Belief that someone else will do the part – see we need to be involved

Someone / entity to step into the organizational shoes (FuseSocial continues social prosperity)

appendix c: full notes // open space session: structure


5: Where to house – are there “reserved” lands / spaces that could be made avail-able to build a superstructure to house entity


How do social profits use the land? Developer give-back – where is it?

Central Hub with satellite office

Municipal / government provided space

Pool financial resources

Space would include area large enough to hold meetings of 50 + people (not just a board room)

Takes growth of agencies into account

Recognize that open pace ideas don’t work for all organiza-tions (confidential / security issues)


Have lobbied RMWB to change bylaw

Business plan for the “central” hub

Lobby government to allow / deny permits on developer place to incorporate SP


Assess what spaces are out there and not used, why are they not used

What projects are on the go? (DT Redevelopment project)

Assess what the need is for all groups

Create a task force to look at:

• Shared space survey: who was surveyed, who was missed

• Needs of SP groups

• What’s on the go

• What’s available for land / space

Pulling together a lobby group results in creating / leading creation of land / space business plan


Apathy / passing the buck (it’s someone else’s job to look at this / put this in place)

Autonomy / independence

Someone else should fund

What works now


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COLLECTIVE FUNDING MODEL DISCUSSIONGroup Notes

1 Community foundation funded by new sources:

• Tax

• Executives leave a legacy when they leave

• Small family legacy money

What are the funding needs?

All funding is pooled

Government at all levels 100% buy-in

Buy in from funder / social agencies

Industry and funders ask social sector first

Based on adaptive model – based on needs of agency at where they are

Park solutions / concerns

Shared space:

• Access existing spaces (churches)

• Sustainable staff

• Pay staff more (cost of living)

• Value staff

• Sector included in essential housing

Housing incentives provided by industry

Compete with non-sector business wages / incentives

Individual expectations are higher

Turnover costs – training, etc.

2 Concerns

How to get the funding

Companies may not want to fund the organizations again because of the taxes coming in

Strengthen organizations to be sustainable

Possible solutions

New money from the camps taxes / tourist tax

Building together an organization that can help in raising the funds

Criteria for qualification for agencies / organizations to get the funds

Advocate for why this is a great solution

appendix c: full notes // collective funding model discussion


Having a representative from each organization to form part of the big collective voice

Give license to someone to advocate for all other agen-cies

Model and guide in place for appointing the representa-tives

Concerns

Do people have to give up the fun way of fundraising which creates awareness for their organizations?

Solution

The funding model has to be sustainable

Revisiting the urgency for collective voice

Collective voices: e.g. multicultural association, arts coun-cil, ministerial, sport council, education, etc.

3 Concerns

1. All funders have different programs, focuses, priorities

2. Not enough / appropriate funding for sector missions / priorities

3. How do I ensure sufficient funding for my organization?

Solutions

Pooled fund with revenue from a guest accommodation levy

Collective fund could “top up” funding needs for sector

Could help reduce need for galas and other fundraisers that take NFPs away from mission

Start a community foundation (individual donors, etc.)

Obstacles / Concerns

Will my individual organization views and needs be met?

How do our boards let go of some control?

How do we get our boards to understand and support collaboration?

Next Steps

Tools (fact sheets, brochures, etc.) to share the need to do this / the why

4 Foundation / endowment fund

• Living off the interest (innovation, transformation, incubation)

• Based on 5 year plan

• Committee to administer

• Investment ROI

• Not funding, not a hand-out

• Funding education


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Concerns

Competition for funding (with other organizations, with schools)

Getting subsectors to the table

Government isn’t going to change their processes, not all funders are on the same page re: collaboration

Solution

We should have influence with our funders

Concerns

Designated funding (provincial / federal government)

Solution

We want to still access this while pursuing undesignated funding

Self-sustained funding

Understanding the sector

Concern

It’s a lot of investment to create a new entity. Are we rec-reating the wheel, or can we tweak what we have?

Concern

Spending too much time fundraising

Solutions

Support / resources to assist the SP sector

Fund development expertise like Paulina

We do fundraising collectively

Competition with United Way? Or one body?

If there is a foundation, want a way for social profit voices to be heard. We want a voice in it.

Foundation to have broader allocation criteria than United Way

One large budget for all agencies

We need social enterprise to fund nonprofit work.

Tapping into different sources of funding

Collective special event organization mechanism

5 What is the impact / thought of big donors? Do they want to fund all, or are they passionate about one but not all?

Accountability for money received

No resubmission

Long-term funding

How is it divided? How does an agency qualify?

appendix c: full notes // collective funding model discussion


Auditing

Some organizations have moved away from multi-year

Funding model would allow funding to go to:

• Buildings, programs, salaries, everything can be funded

• CF

• On a case-by-case basis

• Look for tight / “real” budgets

• Decisions are impact-driven

• Community foundation is less restrictive and more adapt-able and has more impact for ALL community organiza-tions than United Way. Can fundraise all year.

Concern

Still thinking about “my funding”

Solution

Collective voice to have a conversation with funders: what are their concerns?

Give up: aspects of one’s organization – is somebody else doing it and can only one do it?

Similar to enviro groups

Funding decision making body includes industry and business – arm’s length

Funder benefit – can see the breakdown of $ to agencies from one rather than tracking it themselves

Product submitted is higher quality; poor submissions can limit funding given

Saves time and energy for organizations

Give up for funder: name on things

Collaborative funding allows funders to hit immediate needs because decisions would get made here by the people who know where it’s needed

Give-up sector: submitting pie-in-the-sky budgets – need to be realistic, increase transparency

Staff reduction due to time into grants, justification

Events for fundraising, high time / energy commitment

• 25% of time spent on programs / services

• 75% on funding avenues

• Agencies can focus on programs and mission and collaboration


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DELVING DEEPER INTO THE TOP FIVE PRIORITIESGroup Notes

1: Collective voice structure

Concerns around structure:

• My agenda has a voice

• Personal agendas

• How will different needs be recognized

• Appropriate representation

• All members of the group will use the services at differ-ent levels

Possibilities / priorities

A place to go to be visible

Minimize duplications

A place to go to get access to funding

A place to access practical training in admin

A place that would advocate on our behalf / fundraise

Having a group of voices behind “me” & my organization

4 congresses / year

Steering committee elected by the congress to organize

Membership board has access to these services:

• Space (16)

• Funding (9)

• HR (9)

• Leadership (6)

• Policy writer (5)

• Volunteer recruitment (12)

• Book keeping (10)

• Insurance (14)

• Legal services (10)

• Marketing (10)

Social Profit Body

A place to go for expertise

Membership

Research models of what collective bodies look like (look at CCVO and ECVO)

appendix c: full notes // delving deeper into the top five priorities


Specific to the region and needs of the social profit sector in Wood buffalo:

• Focus on commonalities

• Start with something small

Ask FuseSocial to research options, pick three and present them to us

Be devoted to those common needs of the community

Could be stand-alone or a leg of another organization

Who wants to come to the parts – email

2: No Competition, “Interdependence”

Fully funded by taxation

Sugar-daddy concept

Equal marketing strategy for social profit

Lowering of turf protection

Game Theory, rigged “game,” sum zero?

Autonomy

Definitions: bridge for understanding

Harmonizing

Let go of your group title while vocalizing social profit col-lectively!

Let go of personal agendas

We are not letting go of who we are while promoting and supporting what we do together

Social profit marketing

External:

• Signs on bus

• Visit career fairs

• Gorilla marketing

• Internal:

• Presentations to corporate funders

• Social gathering of social profit sector, ie. after work “tea” party

Three month report to ED’s or Pres. After Convergence

Report & Recruit


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3: Community Engagement

Collective “Multicultural” voice:

• Newcomer

• Aboriginal

• Francophone

• Anglo-Canadian

Diverse representation

Canada – Mosaic

Advocate for diversity in government bodies, boards of directors

Voices treated equally with respect for Aboriginal and Bilingualism

Concern

Assimilation

Diversity of region isn’t showcased

What does engagement look like?

Solution

Do not assimilate voices and concerns

Embrace diversity

Possible Solutions

Showcasing diversity

Multicultural Expo

Start conversation

Aboriginal (FN, Metis, Inuit)

Francophone

Respond to individual needs

Educate general public

As one entity, how do we ensure equity?

Representation reflecting diversity of community

Inclusion

Result: inclusion of all cultures

How do we engage the community?

1. Showcase the cultures

• Multicultural expo

• Individual associations including welcoming new to YMM residents, share beliefs and traditions

• Calendar of cultural traditions

Venue to experience and learn about different cultures



2. Build the trust and respect for our diversity

• Understand our past (ie. broken promises)

• Understand where “we” all fit in our collective future

• Let go of some control to move forward

•Cultivate an appreciation for each resident’s culture

• Build solidarity among groups / residents to support the groups / causes that are important or critical to the community

3. What to give up

• Control – trust to know we are important and will not be disregarded

• Belief that any one culture is more important than any other culture

• Comfort zone – ie. we’ve always done it this way

• Space – step back so others can step into that space (room for all)

• Belief that % of the population or majority of residents dictates priority

4: Collective Information – WIKI WB

Community Calendar

• One voice – one version

• All events (fundraisers, board meetings)

• Linkable with update (RSS feed)

• Different calendars, ex. funding, events

• Filterable and real time

• Online Directory (211?)

• Inform WB

• Forum – eg. I need this, I learned that…

• Opportunities “bank” (volunteer), linked to calendar

• Resource catalogue

• How to market all of this

• Public part / private social profit sector part

• Auto-translate

• Fully open and free

•Section for funders

• Section for sharing funding applications (re-use, examples)

• Common structure elements that can be linked in

• Single point update (ED, calendar)

• Web stats

5: Collective Impact

Highly structured process to address a complex social issue, homelessness, poverty

Improving quality of life vision


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Isolated

Engaged participation of multiple players

Three preconditions:

1. Urgent issue

2. Resources

3. Leaders

Five Conditions:

1. Shared vision / common agenda

2. Mutually reinforcing activities

3. Shared measurement

4. Continuous communication

5. Backbone organization

Canadian Index of Wellbeing 8 domains of wellbeing:

1. Education

2. Environment

3. Democratic engagement

4. Community engagement

5. Arts and culture

6. Healthy populations

7. Time use

8. Sports and recreation

Common way for community to measure its progress

Demonstrates accountability

Funders can use

Enables evidence-based planning

How to operationalize this

Ensure privacy and security of clients

Establish shared vision / common agenda

Implement mutually reinforcing activities

Agree on things we’re going to measure

Organizations would apply tracking indicators

Regular / shared communication (tool is uniform amongst all partners)

Issue quarterly reports / annual reports

• Track over time

• Compare

Send email to Neil Young

Organize a day of celebration for volunteers

Parking Lot



Creating an inventory of social profit assets for that organi-zations can share resources more easily

Shared services:

• IT, HR (recruitment), fund development, proposal-writ-ing, accounting, legal, education / pd, communication, special event management

• Hub of expertise available on demand – KEY

Research

Advocate – proactive and less reactive

Pulse of the sector

thank you to our

sponsors!Interested in sponsoring Convergenceymm 2015?

Email: [email protected]


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convergenceyymreport

Documents

convergenceyym conference

social profit sector

dynamic social profit

collective impact

conference proceedings

sector plays

years conference

key priorities