7. Roles for Federal Support

Summary:

  • Suggestions were made for ways that Canadian Heritage could operate differently as a funder, through funding youth engagement, funding programs instead of projects, supporting youth-led organizations, simplifying the process, and providing recognition through more than just the awarding of funds.
  • Participants suggested that Canadian Heritage develop a role as a connector and network builder

To conclude these conversations, stakeholders shared their vision of how the federal government could operate to support and encourage youth engagement. These suggestions took three forms:

  1. changing the way Canadian Heritage operates and is perceived as a funder;
  2. developing a role as a network builder; and
  3. developing a role as a capacity builder.

7.1 Operating Differently as a Funder

Fund Youth Engagement, Not Just Organizations That Engage Youth

Funding youth engagement would be a way to support existing arts, culture, and heritage organizations without demanding that they reshape their programs to fit funding rubrics. It could be funding that focuses both on the process of youth engagement and the content of the arts, culture, or heritage programs; the involvement of professionals in these fields would be essential to ensure all funded projects offer high-quality learning opportunities for youth.

Fund Programs Instead of Projects

A very frequently stated request was to fund programs instead of projects. Participants noted that it seemed like they were constantly creating the same project under a different title and sending proposals to get project funding; many participants remarked on how inefficient this system is. Program employees know their work is successful, but they have to reinvent it in the form of new projects in order to get new funding. Many participants said that multi-year funding would help everyone. This point was raised in every discussion held with organizations.

Supporting Youth-Led Organizations

“Youth-led” organizations and funding bodies can be a great model, according to the experience of many participants. There was an expressed need for a mediator between youth-led organizations and the funding powers that be, which would help build the capacity to deal with the expectations (infrastructure, accountability, etc.) without removing the leadership capacity of young people. Putting youth in leadership positions is seen by organizations as a natural way to encourage social change and youth empowerment, while increasing the relevance and youth-friendliness of programs. Also, having a youth special advisor or advisory council was suggested as a great step in providing more voice for youth at the federal level.

Simplify, Clarify, and Broaden the Funding Process

Most organizations would like to have a simplified application process for funding, along with up-to-date and easy-to-find websites, with funding details and applications clearly available.

Also, there is a desire for more open communication mechanisms (e.g., a community liaison for funding), so that applicants can call someone and ask questions to ensure a proposal is suitable. Some participants feel they have that relationship with the Department, but this was not universal. Program officers can become a “bridge” between a community group and the Department; they can take a more active role in developing proposals, sit down with organizations, and help them flesh out project ideas.

Flexibility around grant criteria is key, as criteria that is too rigid limits creativity. Less stringent guidelines for funding would be appreciated, along with more clarity around what is allowed and what is not.

The useful information contained in program evaluations was suggested as an untapped potential. It was suggested that federal funders could feed data back to the community in aggregate form on what works and what does not, or partner with academics who could do the analysis for them.

Recognize Excellence Through More Than Just Funding

The possibility of providing recognition such as awards, certificates, and certification, outside of monetary support to programs and projects of excellence, was suggested by some participants. Recognition lends credibility and allows programs and projects to leverage outside support.  Some participants also suggested that it would be nice if program officers could act as references for programs seeking corporate or foundation funds. More matching grants would also facilitate leveraging of support from the private sector.

7.2 Developing a Role as Connector and Network-Builder

“We need to see our funders as a resource for developing relationships, networking, and connecting and learning, not just as a wallet.”(Participant)

Connect Organizations with Each Other

Many participants noted that someone who works with many organizations, such as a federal program officer, could share information and provide resources and let organizations know about what other similar organizations are doing, to share organizations’ success stories. Bringing together governments and organizations was seen as an excellent role. The funding officials in government should see themselves as a “network weaver”—they have the capacity to look at the landscape and see what is going on and compare it to what is needed. Synergies between organizations exist, and government is in a unique position to identify and connect potential partners.

Connect Government Departments and Different Tiers of Government

Communication between departments and different levels of government could mobilize funding partnerships and powerful collaboration. Many government departments fund youth and arts/heritage/culture organizations, but it is not apparent that they talk to one another or collaborate. There needs to be more “horizontal cross-pollination” of ideas and initiatives.

Connect Youth Organizations with Arts, Heritage, and Culture Organizations

Youth organizations have started to compete for arts/heritage/culture-based funding sources by adding arts, heritage, and culture to their programs and vice versa. Collaboration, rather than competition, needs to be fostered so that expertise is put to good use (both youth-engagement expertise and arts/culture/heritage expertise). The Department could host forums or sponsor other ways to connect organizations face-to-face. Mentorship was suggested as a way successful established organizations could support emerging and newly funded, or not-yet-funded, organizations.

Connect to Already-Existing Conversations

During one roundtable discussion, a few organizations involved in the National Youth Serving Agencies network (which meets twice a year) expressed an interest in discussing opportunities to engage with the Department to facilitate connecting organizations and developing a new role for government, and suggested a further conversation at their table.

Inspire

The federal government can be seen as a “placeholder for hope” and could take a leadership role in empowering communities to effect positive change.

Mobilize

Participants suggested that Canadian Heritage could become a community organizing force for youth work (e.g., funding a facilitator who could help mobilize the community), and work closely with leaders in communities. Participants felt that there was an opportunity for the Department to provide advice, guidance, funding, resources, and knowledge around youth engagement.

Participate

Participants felt there was untapped opportunity for Canadian Heritage employees to go into communities to see how programs are working. If the role of Departmental employees was expanded to include more site visits, employees would be in a position to see first-hand what is actually being funded and speak directly to organizations about what they could do to enhance the project. This has been done before, but groups reinforced how important it is, and the need to be constantly in partnership and contact. Funding community facilitators or community educators in the arts, heritage, and culture sectors would be especially valuable. The field of community arts/heritage/culture practice has immense potential, and most discussions in the arts, heritage, and culture streams mentioned the value of having community facilitators. The field is still in its infancy. It needs institutionalized education and professional development as well as credentials and certifications.

Volunteer

Institutionalizing a culture of volunteerism within the federal public service would be invaluable to communities everywhere, according to participants. Many corporate cultures promote and even reward employees for volunteering, and the federal public service could do the same. There is a wealth of knowledge and expertise in the federal public service that could be shared with the community. Although there may be perceived conflicts of interest, these can be overcome with creative policies.

Communicate

Better communications need to be developed, both through the in-person methods mentioned above, and in written communications such as website and application forms. The government does not have a particularly youth-friendly website, but this could be improved. Consistent messages about youth across all departments would be a start, and a clearinghouse of research and funding opportunities related to youth would be very useful. This would increase the perception that youth are valued.

7.3 Building Capacity

Educate

Participants feel that Canadian Heritage could provide education around evaluating for results, and designing programs with good capacity for corporate/institutional memory, using federal accountability models. Helping organizations navigate the intricacies of the charitable sector would be really valuable to most participating organizations. For example, providing a better definition of “advocacy” would be helpful for non-profits who wish to make social change but are afraid of putting their charitable status in peril. Additionally, some organizations (especially in the arts, heritage, and culture sectors) suggested that support for leadership training would be appreciated.

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