Abstract This article investigates the implications of the move from public administration to new public management to new public governance for relations between the state and non-profit organizations using the example of the development of policy hubs and innovation laboratories under the operational theory of deliverology. Much of the literature suggests that the move towards these collaborative arrangements is providing non-profits with more access and influence in the policy process. Another stream suggests that the changes may be less significant and less positive than assumed for non-profits. This article weighs in with a preliminary examination of policy hubs and innovation laboratories in Canada. It confirms that while collaborative arrangements between the two sectors are expanding and increasingly drawing non-profit actors into the centre of policy-making, non-profit organizations may be wise to heed certain cautions when choosing their partners and terms of the partnerships or they may find their ability to create and influence policy in a meaningful way is limited.
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