Add demographic, geographic & property data to your member profiles
Merge and remove duplicate accounts & gain a complete 360° view of members & donors
Find previous & incoming elected official contact info such as district, address, phone & social media handles at all levels of government
Don’t let your database become a frightening place of outdated and unusable data. Melissa can improve the quality of your contact data so you can more easily reach your members, attract more donors like your best ones, and prevent fraud. We’ve also acquired Cicero, democracy’s database, which means you can also access the most recent elected official information worldwide.
Let us help you keep your data clean and accurate so you can continue doing what you do best—moving the needle on important issues and bringing help to those in need.
Transform your organization with clean data. Take the next step with Melissa today.
The World Around Us
THE TREE PEOPLE of CALIFORNIA
Born from the efforts of a teenager over 50 years ago, TreePeople inspires and supports the people of Southern California to come together to plant and care for trees, harvest the rain, and renew depleted landscapes. Through a unique model, they listen to, equip, and train volunteers to green urban spaces and mountains. TreePeople has activated millions of people in planting and caring for millions of trees.
They work with both educators and students to train the next generation of eco-conscious leaders. They steward thousands of acres of land — maintaining habitats and protecting land from development. They develop original, actionable research that drives science-based policy. They train volunteers on the ground to help build a greener Southern California.
Their Focus Areas
Education: Providing students, teachers and the school community with the knowledge, tools and support they need to create environmental change. Forestry: Restoring ecosystems, planting trees, and incorporating nature-based solutions from Southern California urban streets to our greater watershed. Parks & Trails: Protecting and stewarding natural parks and open spaces. Policy & Research: Conducting cutting-edge research and facilitating policies that support nature-based solutions. Community: Working towards environmental and social justice among environmentally stressed communities.
Fire has always been a natural part of California’s ecology but climate change and decreasing biodiversity have resulted in more frequent and larger wildfires in the Angeles National Forest and the adjacent wildland-urban interface. That’s why in May, TreePeople and California Botanic Garden (CalBG) kicked off a $7 million initiative to rehabilitate ecosystems in these fire-impacted areas — and to study how we can implement more effective restoration techniques across Southern California.
The project, which is generously funded by a grant from the California Department of Forestry and Fire Protection (CAL FIRE), will focus on oak, conifer, and chaparral restoration across multiple fire-scarred areas including the Copper, Powerhouse, Bobcat, Narrow, Creek, Route, and Lake fires.
“This partnership will restore degraded areas to a greatly improved biodiverse and resilient state–removing the invasive plant species that then dry out and become fuel for fires. It will also foster public stewardship by providing access to natural spaces and environmental education to Southern California residents,” says Thierry Rivard, TreePeople’s Director of Mountain Forestry.
The project will involve removing quick-burning invasive plants like this black mustard from more than 250 acres of forest land.
This ground-breaking project is expected to restore 1,070 acres of forest, by engaging volunteers to remove quick-burning invasives and help plant more than 54,000 native plants and trees. Acorns, seeds, and plant specimens will also be collected to be used for future restoration projects.
PHOTO BY ADAM THOMAS
July/August 2024 | Vol. 5 | No. 26
www.foundationmag.ca
Twitter: @foundationmaga1
PRESIDENT / EDITOR-IN-CHIEF
Steve Lloyd - steve.lloyd@lloydmedia.ca
DESIGN / PRODUCTION
Jennifer O’Neill - jennifer@dmn.ca
PHOTOGRAPHER
Gary Tannyan
CONTRIBUTING WRITERS
Michael Brooke
Mary Cahalane
Mark Halpern
Colin Hunter
LLOYDMEDIA INC.
Kathleen A. Provost
Julie Quenneville
George Irish Leanne Kaufman Nicholas Palahnuk
HEAD OFFICE / SUBSCRIPTIONS / PRODUCTION:
302-137 Main Street North
Markham ON L3P 1Y2
Phone: 905.201.6600
Fax: 905.201.6601 Toll-free: 800.668.1838
EDITORIAL CONTACT:
Foundation Magazine is published bimonthly by Lloydmedia Inc. Foundation Magazine may be obtained through paid subscription. Rates:
Canada 1 year (6 issues $48)
2 years (12 issues $70)
U.S. 1 year (6 issues $60) 2 years (12 issues $100)
Foundation Magazine is an independently-produced publication not affiliated in any way with any association or organized group nor with any publication produced either in Canada or the United States. Unsolicited manuscripts are welcome. However unused manuscripts will not be returned unless accompanied by sufficient postage. Occasionally Foundation Magazine provides its subscriber mailing list to other companies whose product or service may be of value to readers. If you do not want to receive information this way simply send your subscriber mailing label with this notice to:
Lloydmedia Inc. 302-137 Main Street North Markham ON L3P 1Y2 Canada.
POSTMASTER:
Please send all address changes and return all undeliverable copies to:
Lloydmedia Inc.
302-137 Main Street North Markham ON L3P 1Y2 Canada
Canada Post Canadian Publications Mail Sales Product Agreement No. 40050803
CIBC donates $50,000 to support wildfire relief efforts in Alberta. CIBC donated $50,000 to the CIBC Foundation Alberta Emergency Relief Fund to provide immediate and longterm support to those affected by the wildfire impacting Jasper National Park and the surrounding town, along with evacuation efforts in the area.
“CIBC joins our clients, our team members and communities to support Albertans as they navigate these devastating wildfires. At this trying time, our thoughts are with everyone who has been impacted,” said Chris Giulekas, Vice-President, Northern Canada, Personal Banking, CIBC.
In addition, for clients who are impacted in Alberta, CIBC is providing the following financial relief, advice, and support: Reamortizing mortgages to lower payments; Special payment arrangements and deferrals on loans and lines of credit; conversion of Aventura® points into cash payment for applicable credit cards; Debt consolidation for more manageable payments.
To further support those affected by the wildfires, donations can be made through the CIBC Foundation Alberta Emergency Relief Fund. Donations received through this fund will be used to provide assistance to local organizations to promote immediate relief and provide long-term assistance for recovery in the area.
The Jewish National Fund of Canada (JNF Canada) has launched legal proceedings in the Federal Court of Appeal to contest the Canada Revenue Agency’s (CRA) “wrong and unjustified decision” to revoke JNF
Canada’s charitable status. The appeal states that the CRA review process was flawed and fundamentally unfair.
Throughout this multiyear process JNF Canada has demonstrated its willingness to work with the CRA. When the CRA raised concerns, JNF Canada made changes to its operations in the spirit of collaboration even though it does not agree with CRA’s positions and those positions have not been tested in court. JNF Canada also sought alternatives to the revocation prior to launching its legal challenge. JNF Canada remains deeply concerned with the CRA’s decision to revoke its charitable status and its failure to provide a fair due process, thereby undermining a basic fundamental right for all Canadians.
“Similar to other charities that support the needs of children, workers, and vulnerable communities we would expect CRA to work with, not against, our charity,” noted Nathan Disenhouse, National President, JNF Canada. “Our position is that it is unjust for CRA to revoke a charity because a charitable object that it accepted almost 60 years ago is now no longer considered to be a valid charitable object. It is simply unjust to close a charity supported by over 100,000 Canadians based on reversing a decision the CRA made in 1967.”
“Today’s legal appeal,” he continued, “will allow JNF Canada’s concerns to be considered before an impartial legal process.”
At the same time, JNF Canada emphasized that it remains open to liaising with the CRA in the hope of reaching a resolution outside of the legal process. JNF Canada remains determined to fulfill its mandate to advance
charitable projects in Israel to benefit all citizens and to continue to act as a pillar of the Jewish community in Canada. JNF Canada will continue its charitable activity including collecting and receipting donations and distributing funds while the legal challenge is before the Federal Court of Appeal. It has informed donors and organizations of the legal appeal, reinforcing that JNF Canada is continuing its work as the legal appeal process proceeds.
For decades the Jewish National Fund of Canada has cared for the Land of Israel. This mission took the role of planting trees, building water reservoirs, preserving natural habitats, as well as building parks and bicycle trails. This work continues to this day. More recently, JNF Canada has taken on projects to build the social infrastructure of the land of Israel for the benefit of the People of Israel. We collaborate with a variety of important institutions and organizations in Israel to build social service infrastructure to benefit vulnerable populations such as youth-at-risk, victims of domestic abuse, children with special needs, veterans and the disadvantaged.
Lightspeed’s Fiscal 2024 Sustainability Report showcases the Company’s commitment to building stronger communities around the world through accessible, industry-leading technology and payment solutions. The
one-stop commerce platform empowering merchants to provide the best omnichannel experiences released its third annual Sustainability Report which details Lightspeed’s mission to strengthen communities and empower businesses worldwide. Its Environmental, Social, and Governance (ESG) initiatives highlights the fiscal year ended March 31, 2024.
“At its core, Lightspeed is a company built on the foundation of inclusivity and diversity, values that extend to all areas of our business, from our employees through to our customer engagement,” said Shirvani Mudaly, Lightspeed’s Chief People Officer. “This annual sustainability report is a testament to our ongoing commitment to continuing to improve all areas of our Environmental, Social and Governance responsibilities, acting as a leader – and example – for the tech industry to follow.”
Some highlights of Lightspeed’s sustainability initiatives include:
According to Lightspeed’s annual diversity, equity and inclusion and engagement survey, 86 percent of its employees feel that they can be their authentic self at work.
Lightspeed’s employee base includes 9 percent LGBTQ2S+, 5 percent persons with disabilities and 35 percent BIPOC representation.1 50 percent of Lightspeed’s executive officers identify as women.
With Lightspeed Capital — the Company’s merchant cash advance program — now available in France, the Netherlands, Germany and Belgium in addition to the United States, Canada, the United Kingdom, Australia
and New Zealand, Lightspeed is opening up more ways for independent merchants to access funds.
Lightspeed is proud to support non-profit organizations like Big Brothers Big Sisters Auckland, Summit School and Technovation Montreal.
Lightspeed continues to partner with GiftTrees to offer Carbon Friendly Dining, which empowers its customers’ diners to offset carbon emissions associated with their meals by planting trees. Over 1.8 million trees have been planted to date.
In addition to partnerships and internal initiatives, the report highlights businesses using Lightspeed to transform our world for the better and build vibrant, diverse communities. One such business is Analogue October Records, an independent record shop located in the heart of the historic city of Chichester, UK. The shop and its staff are on a mission to celebrate and support local artists and makers. Craig Crane, owner of Analogue October Records, notes that Lightspeed’s Capital has become a seamless part of their budget, “It was just nice to kind of basically compartmentalize the amount of the advance and set that to one side specifically for that project. [...] I enjoy and appreciate the simple mechanism of the percentage return. I don’t have to worry about it.”
“There is, as ever, work to be done. Our goal is to lead by example in environmental and social responsibility in every aspect of our operations,” said Dax Dasilva, Founder and CEO of Lightspeed. “Returning as Lightspeed’s CEO, one of my focuses is to continue to move forward in helping make
sustainable changes in our operations and our customers’ lives.”
The Cypress Uplands is known for its scenic valleys and coulees and is a popular vacation destination. Efforts to safeguard this natural area are taking a leap forward thanks to the Nature Conservancy of Canada (NCC), a non-profit conservation group.
A total of 389 hectares (962 acres) are now being conserved in the Rural Municipality of Arlington, located in eastern part of the Cypress Hills area and include the following two properties:
Grasslands filter water, help mitigate floods and droughts, and store billions of tonnes of carbon. They have historically provided nourishment to communities and continue to be a cornerstone of Saskatchewan’s economy.
NCC wishes to acknowledge the generous donors and partners who made this work possible, including Barb and Doug Mader, MapleCross, Maria Spinato and the South Saskatchewan Community Foundation Inc. The Government of Canada provided support through the Natural Heritage Conservation Program, part of Canada’s Nature Fund. The Government of Saskatchewan
The Parker property contains 65 hectares of endangered Prairie grasslands, wetlands and aspen bluffs and the wildlife they sustain.
Parker Coulee features 324 hectares of grasslands and wooded coulees, including the east-facing slopes of the Jones Creek Valley.
Wildlife commonly found in the area include pronghorn antelope, mule and whitetailed deer, elk and cougar. Cypress Uplands also holds the highest diversity of birds in Saskatchewan, including at-risk species, such as burrowing owl (endangered), chestnut-collared longspur (threatened), common nighthawk (threatened) and ferruginous hawk (threatened).
The conserved area not only serves as a refuge for wildlife, but also plays a pivotal role in ensuring the future of endangered ecosystems.
Nations on a multitude of projects. We are partnering with industry, government and other conservation organizations to complete conservation projects on the ground. And we are advancing stewardship with ranchers, livestock producers and grazing groups to deliver solutions that ensure that grasslands remain a foundation for thriving communities.
Grasslands, and the wetlands within them, are important stopover sites for migratory birds. They also provide habitat for waterfowl and imperilled species. The conservation of Canada’s remaining grasslands is essential to ensuring that at-risk species, including burrowing owl, ferruginous hawk and swift fox, survive.
contributed through the Fish and Wildlife Development Fund.
These projects exemplify a dedicated commitment to safeguarding grasslands under NCC’s Prairie Grasslands Action Plan — a comprehensive strategy aimed at conserving more than 500,000 hectares by 2030. This is an area six times the size of Calgary and equivalent to what we will lose if we don’t act now to protect the grasslands that remain. Learn more about how you can take action to care for Canada’s iconic Prairie grasslands at prairiegrasslands.ca
The Prairie Grasslands Action Plan is a cross-country, $500-million campaign to conserve 500,000 hectares by the end of 2030.
Partnership is at the heart of the plan. NCC is working with local communities and in collaboration with Indigenous
The agricultural sector relies on native pollinators to produce nutritional and economic benefits for people. Grasslands provide nesting sites, refuge and food for a diverse community of pollinators.
Disturbances, such as grazing and fire, help restore and maintain the health of grasslands. Grazing and fire also create a mosaic of habitats across the grasslands, providing suitable conditions for a greater variety of plants and animals. Some species need shorter grass to survive, while others need longer grass.
Independent charity, Vantage Foundation announces its partnership with Backpack 4 VIC Kids (B4VK), a Victoria-based charity dedicated to supporting vulnerable children. As part of its mission to build strong communities, Vantage Foundation collaborated with a local Australian company for a successful fundraising campaign,
garnering enthusiastic support from their staff.
The urgency of B4VK’s mission cannot be overstated. In 2022, more than 61,000 Australian children required out-of-home care, with over 14,000 children in Victoria alone. Alarmingly, 1 in 33 Australian children depend on child protection services, marking an annual increase of 17 percent, with a significant 24 percent rise among Aboriginal and Torres Strait Islander children. These statistics highlight the critical need for ongoing support and resources to assist B4VK in its mission.
Established in 2014, B4VK provides crisis and gift packs to vulnerable children aged birth to seventeen, offering comfort and restoring dignity in times of crisis. Sally Beard, Founder of B4VK, shared a poignant story reflecting the impact of their work: “Early on, I spoke with a woman who vividly recalled clutching her B4VK backpack tightly when she was taken from her home. She confided, ‘For me,
McLaren Technology Centre in the UK in 2023. The foundation has worked with charity organisations around the world, including The iREDE Foundation in Nigeria, Teach For Malaysia, and Instituto Claret in Brazil.
that backpack was everything I had.’ This story reaffirms our commitment to providing crucial support and material aid to displaced children, helping them feel secure and valued during challenging times.”
Steven Xie, Executive Director of Vantage Foundation, expressed heartfelt dedication to the partnership: “We are deeply honoured to collaborate with Backpack 4 VIC Kids and support local corporations to impact the communities they work in meaningfully. Together with B4VK and our local Australian corporate partners, we help to create a community where foster children can feel safe, supported, and valued.”
Vantage Foundation is an independent charitable organisation launched at the
Toronto’s indie media company Streets of Toronto launches Raccoon Lager, a charity beer inspired by the city’s “trash can troublemakers.” Paying homage to the city’s vibrant neighbourhoods, each of the four collectable cans don a different raccoon mascot. It’s a movement to embrace T.O.’s unique residents — both human and raccoon alike. The Streets of Toronto Trash Can Troublemakers include: Kenny Sington: Graffiti Artiste; Lesley Ville: Humans Resources; Lawrence Park: Finance Bro; Danielle Forth: Person Trainer Crafted with bold flavours and refreshing crispness, this beer is more than a summer staple. Made in collaboration with family-owned Canadian craft beer producer Tomorrow Brew Co., this beer allows Torontonians to cheers for a cause with profits going directly to the Daily Bread Food Bank, a city cornerstone supporting over 250 agencies across Toronto in the fight against poverty.
Raccoon Lager is available at top Toronto spots, including Seven Numbers Danforth, Madame Boeuf, Fetzun, Fat Pasha, select Gabby’s Roadhouse locations and NBA Courtside Restaurant. Torontonians can also shop the beer at 50 LCBO locations in the downtown core and the GTA, and it is available by request at non-participating LCBOs. Streets of Toronto is popping up throughout the city this summer so Torontonians can get their paws on a taste of the Raccoon Lager.
Streets of Toronto is a passionate independent media company with a vision to connect with the people of Toronto through daily original stories about the city and its neighbourhoods. Powered by the team at Post City, Streets of Toronto’s collective reaches a community of nearly 1 million across their digital and social platforms.
Proudly Canadian, Tomorrow Brew Co. was founded in 2014 by mother-son team Pat and Ian Macdonald, who envisioned celebrating what’s great about Canada through craft beer. Tomorrow Brew Co. aims to share stories unique to Canada through distinctive and delicious craft brews in an effort to build a better tomorrow.
BY LEANNE KAUFMAN
WWEALTH MANAGEMENT
LEANNE KAUFMAN
What Could Longevity Mean for Giving?
e know that lifelong donors are common in Canada, and that many individuals accelerate their charitable endeavours after retirement as a way to find purpose, connect with community and establish their legacy. Indeed, philanthropy is often an integral part of retirement planning.
As longevity among Canadians increases, however, conversations around health, wealth and giving are changing. While retirees plan for the social and financial circumstances that allow for a retirement of purpose and connection, longer life spans are raising concerns about the possibility of outliving their retirement savings. That, of course, can prompt the need to revisit one’s finances — including one’s giving plans.
One trend in the wealth space to watch is a shift toward longevity planning, which takes a more holistic view than traditional retirement planning to account for additional considerations that come with a lifespan of 100 years or more. A shifting time horizon can lead to questions about how much, and how, retirees can continue to contribute to the causes they value.
About longevity
Statistics Canada recently released new projections suggesting that the number of Canadians aged 85 and over could more than triple by 2073, with a rapid increase expected between 2031 and 2050 — the period during which the baby boomer cohort will reach that age. Additionally, the number of centenarians could increase by around 10 times in the same period.
While many of us welcome the opportunity for more retirement years, most retirement plans are based in part on life expectancy data. When that data shifts, so must our planning.
One of our jobs in wealth management is to help people identify and achieve their goals around money. So, what does the prospect of living longer mean for planning around retirement, wealth and giving? Enter longevity planning.
Retirement vs longevity planning
As explained by RBC’s partners at the MIT AgeLab in Cambridge, MA, longevity planning “is the transformation of the financial services and retirement planning industries into a holistic business of advice and services to help people navigate a 100-year lifespan.” It’s worth noting that longevity planning is not simply solving a math problem. It accounts for all dimensions of an aging person’s health, including physical and emotional health, social engagement and living arrangements,
as well as finances.
I am certainly seeing a shift in traditional views of planning. While Wills and Powers of Attorney, estate planning and overall financial planning are still core to our conversations, clients are also keenly focused on purposeful, healthy and long second and third acts, while also understanding that future healthcare and living needs will be impacted by longer lifespans. Partnering with experts in the healthy aging and wellness spaces means we are able to have more fulsome conversations to help clients navigate and prepare for longer retirements.
But what does that mean for charitable giving?
A closer look at retirement and giving
The longer a person lives, the more they’re likely to feel pressure about knowing how and when to distribute their wealth. For many, retirement is the great prize earned after a life of work. It’s a new chapter; a time when individuals want to be happy and healthy, and free to pursue their passions. It can also be a time to reflect on family, achievements and legacy. However, longer retirements could have some individuals thinking differently about how they’re giving back.
The National Institute on Ageing identifies three dimensions of aging well: financial security, health and independence, and social wellbeing. There’s a case to be made that financial health is a common thread, but it’s the third category, social wellbeing, that I want to focus on here.
There is a growing body of evidence that altruism is actually good for the giver, physically and mentally. As Dr. Susan Albers of the Cleveland Clinic said in a recent article, “When we do things for other people, it makes us feel much more engaged and joyful. That’s good for our health and our happiness.”
As retirees look for fulfillment and social connection in their everyday and charitable lives, it makes sense to remember the three pillars of giving: time, talent and treasure. If giving of treasure becomes less attractive amid concerns of outliving retirement funds, giving of time and talent may become more abundant thanks to longer, healthier lifespans.
Still, that doesn’t mean the interest in giving back financially is necessarily going anywhere; it may just shift the timing and method.
When — and how — to give?
While it’s common for Canadians to think of giving primarily
LEADERSHIP
KATHLEEN PROVOST
Haste Makes Waste
The time needed for strong collaborations
BY KATHLEEN A. PROVOST, CFRE, MAdEd
As a professional fundraiser I have observed that we are more and more busy; whilst more and more siloed. I worry about this “businesses syndrome” because it does not offer us the time to come together and learn how to work together and build collaborations.
According to Gary Martin, writer and researcher on the origins of phrases and the creator of the Phrase Finder website, the phrase “Haste makes waste” means rushing into a decision that may cause mistakes that waste more time than would have been taken by proceeding more carefully. He claims this expression was first found in the Tudor scholar Nicholas Udall’s translation of the proverbs of Erasmus – Apophthegmes in 1542.
With this in mind, I question if we are “so busy” and only rush through a number of activities or initiatives without looking “outside our path”, how can we learn from each other? How do we share best practices with an objective to become a little bit better? Would we not all benefit if we collaborate towards a shared goal. I seek to better understand why our charitable sector is so siloed. I came across a few factors that can directly contribute to maintaining these siloes, or otherwise maybe these factors can be opportunities to build collaborations.
Consider the actors
Kevin McCort, president and CEO of the Vancouver Foundation believes the sector puts too much stock in the political bent of the federal government. According to McCort, charities outlive governments. As McCort says: “the left and right both value the charitable sector, but for different reasons. One sees it as a way to amplify government work; the other sees it as a way to replace government work”, yet he states the charitable sector can navigate with “both governments.”. Then maybe, instead of rushing into government relations we should pay more attention to like-minded charities. Instead of competition for the governments’ attention, we should take the time to come together and create a unified voice for a common cause. While it may be true that charities outlive governments, Pamela Uppal-Sandhu, director of policy at the Ontario Nonprofit Network (ONN) cautions us about the vulnerability of our sector as the political pendulum swings back and forth. She claims the “reality is that we have to engage if we want to survive”. Then shouldn’t government relations and advocacy work include building relationships, finding alignments, and connections through collaborations so we can further educate our governments? Taking the time to build collaborations or alliances,
and not remain siloed may help us to have a greater impact. How can we start to collaborate? I suggest we need to allocate more time to come together in the hope of greater impact or further influence on issue or a cause that matter to us.
Consider the sector
Last May, Tai Huynh, founding editor-in-chief and publisher of The Local published “Reinventing and rebuilding community journalism”. A reflective piece on the state of local media in which he claimed - “Don’t save local journalism — reinvent it”. This statement caused me to reflect on our need to evolve as a sector and reflect together by “taking the time” to re-write how we do things, how we work together and how we can have a greater impact when we collaborate. As Huynh illustrates it for journalism: “If local journalism is to be saved, we must contend with how to make it better, not just try to salvage whatever’s left.” To accomplish this, and I quote Martin: “rushing into a decision that may cause mistakes will waste more time than it would have taken by proceeding more carefully”
Consider the communities
Opinion columnist, Kayla Webber, doctoral candidate in the Department of Social Justice Education at the University of Toronto illustrates one possible path forward to build collaborations. In her piece entitled “Why are grassroots movements so important”, she points to grassroots initiatives as possible opportunities to build community and demonstrate new working methods. Though not without its challenges, Webber argues grassroots movements can offer an important alternative to non-profit community organizations’ sometimes rigid approaches. Contrary to formalized actions in organizations, a grassroots initiative approaches community support and building from a position of transformative love, modelled after going to a community member’s home for a meal after school and hearing a story or receiving advice, or an elder listening to their kin talk about life events they are going through.
If we are to build collaboration within our sector, we will need to pause; make time for these transformative models to rise within our communities of interest. By doing so, we will discover new ideas or innovative approaches. It will then be possible to break some silos and come together to re-write our path forward for greater impact.
BY MARY CAHALANE
FTHE HAND’S ON FUNDRAISER MARY CAHALANE Your Donor Retention How-To
irst, why does donor retention matter?
Ah, donor retention. We talk about it often. But why does it matter?
Acquiring new donors is hard and often expensive. (You still need to do it.) So not doing all you can to keep the donors you have is like tossing money out the window. Prioritize retention!
Also… small improvements in overall donor retention can add up.
How do I track retention?
At its most basic, donor retention is a measurement: did the donor give again? But you’ll also want to look at the bigger picture to see how you’re doing. So divide the number of donors who gave again this year by the total number of donors who gave last year.
Some donor management systems track this for you, donor by donor, and across all your donors. And they should — this is an important tracking metric.
So I want to improve donor retention… where do I start?
You need a plan. (You probably guessed that’s what I’d say, right?) Part of this is tracking… What you track, you do.
But let’s talk beyond numbers. How do you keep your donors coming back, year after year? That needs a plan, too. Or call it a donor journey if that feels better. From that first gift, you should know where you want donors to go. And how you can guide them along that path.
A donor’s journey
It begins when something or someone gets their attention. You make a good case for a donor’s support.
The next step is ensuring that this first gift is easy. You want the process to be frictionless. (You’d better believe some donors decide where to give based on how easy it is — or abandon a gift out of frustration!)
Get their information right — and don’t make guesses! Someone’s name is important to them. And I know data entry can be a chore. Sometimes, it’s not clear how to input the new information. But it’s worth a quick call or email to get things right. (Married couple with two names? Don’t assume “Mr. and Mrs.” they could be Mr. and Ms. Or Mr. and Mr. Or any combination.)
The thank you — here’s where donor retention begins
If your current thank you process involves a receipt (either on
paper or autogenerated to send an email), that’s fine.
But it’s not a thank you.
Take the time to create a warm, emotional thank you letter. And change it with every appeal. One your end, it’s another task — but to a donor, it says, “You matter to us. And we think you’re amazing!” The donors who feel that connection are the ones who’ll stick around. If they think they matter to you, it’s more likely that your organization will matter to them.
I think this step is key to donor retention.
Stuck? Here are some tips from me. And you won’t want to miss Lisa Sargent’s book, Thankology. Not out yet, but you sign up for updates!
Donor retention: Keep them in the loop
If you think the thank you is the end of the process, you’ve probably missed chances to retain donors.
Show and tell them how their gift made a difference. This is where donor newsletters can be golden. IF you send an actual donor newsletter. What’s the difference?
Too often, nonprofit newsletters are all about the nonprofit. What they’ve accomplished. How many accolades they’ve received. Me, me, me.
Instead, hand over all the credit to your supporters. (Volunteers and donors.) Your organization doesn’t need the ego boost. And this isn’t the time for PR. Your newsletter should be another thank you, with lots of interesting information about what your donor did.
And when they see they’ve done something good, they’ll want to do it again. (Don’t shy away from asking for another gift, either. Good donor newsletters can raise money!)
Get personal where you can
Call and thank donors… as many as you can manage. That personal connection can be the start of a real relationship. Or, if you prefer, send a short handwritten note. People who connect with people will feel much closer to your cause. And they’ll stay around.
Personal can go both ways, of course. So think about ways to ask for donors’ opinions. A donor survey? Quick questions at the end of an email?
Treat lapsed donors like old friends
So, not every lapsed donor is going to give again. If you haven’t
THE ACCIDENTAL PHILANTHROPIST®
MARK HALPERN
Tax Changes Highlight Value of Philanthropic Planning
BY MARK HALPERN, CFP, TEP, MFA-P
nOJune 25, 2024, the capital gains inclusion rate rose from 50 percent to 66.67 percent for individuals’ realized capital gains over $250,000 and corporations’ and trusts’ realized capital gains from the first dollar. And this is just one of several recent tax changes that have been eroding tax planning opportunities previously leveraged by high-net-worth families, including the substantive Canadian Controlled Private Corporation (CCPC) rules, which restrict the tax advantages of offshore corporations, as well as amendments to prevent surplus stripping (converting a corporation’s dividends to capital gains) without a genuine intergenerational transfer of the business.
Only four major tax-favoured strategies remain within the Income Tax Act:
❯ The principal residence exemption, which allows Canadians to sell the home where they live without paying capital gains tax
❯ Tax-Free Savings Accounts (TFSAs), allowing Canadians to save up to a maximum amount a year ($7,000 in 2024) that can grow and be withdrawn tax-free
❯ Lottery winnings, which Canadians can receive tax-free
❯ Permanent Life Insurance, which lets Canadians accumulate tax-exempt growth with no restrictions on the amount invested
I often say that people with investments outside these four strategies must love the Canada Revenue Agency very much, because they’re willing to hand over between 27 percent and 70 percent of their good fortune in taxes. Of those four, permanent Life Insurance is the most flexible tool for Canadians who want to mitigate tax, preserve wealth and maximize charity.
On the surface, of course, Life Insurance serves the needs of people who want to make sure their loved ones aren’t left with debts and have enough to sustain their lifestyle when the insured person passes away. High-net-worth families often dismiss using Life Insurance for this purpose since they assume they already have enough money to cover debts on death and their family’s lifestyle costs.
Life Insurance is also often used to cover the tax bill due when the second spouse dies — because most assets can roll over to a
spouse tax-exempt — or when a single person, widow or divorcé dies. It is a cost-effective way to manage the tax expense and can be funded out of cashflow, by moving taxable assets into a tax-exempt policy, or by using financing strategies to create a cashflow neutral structure.
There are also strategic ways to use Life Insurance to get more money growing on a tax-favoured basis – whether someone is an employee, has a professional corporation or owns a business. Essentially, the policy becomes like a no-limit TFSA with money flowing into it from personal or corporate assets, growing tax-exempt, accessed tax-exempt and creating a virtually tax-exempt legacy.
Life Insurance can even convert corporate dollars into personal dollars. Let’s say $10 million is inside a corporation. When withdrawn or at the time of the owner’s death, the tax bill will be about 50 percent, or $5 million. When Life Insurance is paid for and owned by the corporation, with the corporation as the beneficiary, the proceeds on death are credited to the capital dividend account (CDA) and can flow out of the corporation tax-exempt.
Using Permanent Life Insurance for Philanthropy
All of that said, one of the best uses of Life Insurance is philanthropic. A charitable donation can mitigate up to 75 percent of net taxable income while someone is alive (with any excess carried forward for up to five years) — but it can mitigate up to 100 percent of net taxable income in the year of death and the year before death. In the context of yet another tax change that adjusted rules around the alternative minimum tax (AMT), it’s important to note that the AMT does not apply in this situation.
Permanent Life Insurance can effectively turn taxes due on an estate into a legacy-building contribution to a foundation, donor-advised fund or direct gift to charity. One family we work with has a net worth of $50 million and a projected $10 million estate tax bill. Without further planning, beneficiaries can expect to receive $40 million. They could have bought a $10 million Life Insurance policy to cover the tax bill — but they’re generous and they also understand that every $2 they bequeath to charity will save their estate $1 in tax. So, they bought a $20 million Life
GEORGE IRISH
29 Starter Prompts for Fundraisers
BY GEORGE IRISH
The promise of ChatGPT for fundraisers is tantalizing — a super-intelligent fundraising assistant ready to boost your efficiency and lift your fundraising performance. However, many first-time ChatGPT users are disappointed with results that can be off-target, incorrect, or unhelpful. Like any new tech, there’s a learning curve: writing effective prompts.
Prompts are the instructions or questions you submit to ChatGPT to guide its responses.
Effective prompts are clear, specific, and provide necessary context to help ChatGPT understand exactly what you’re looking for.
Writing prompts from scratch takes practice and patience, and fundraisers who are new to using ChatGPT could use a hand-up to discover the prompts that work best for their tasks.
Prompt Crafting
How you choose to write your prompt will change the type of response you get. Here are three types of prompts to get helpful responses from ChatGPT.
Task Prompts
“Write a memo explaining our new lunchroom recycling policy.”
Task prompts are for when you know exactly what you need and you can give clear instructions to ChatGPT. Use them to help you get started on a task quickly and efficiently, or to explore new types of tasks. The list below contains a number of common tasks prompts and indicates the additional information** you should provide along with your prompt.
** You can attach or paste text documents, or link to urls with background information.
‘Help me plan’ Prompts
“Help me plan a weekend trip to see the musical ‘Hamilton” in Toronto.”
‘Help me plan’ prompts are useful when you want to tap into ChatGPT’s vast knowledge base. As a planning assistant, ChatGPT can be your helpful second brain or knowledgeable fundraising colleague to collaborate with you on the details of a complex project or help you identify gaps.
‘Ask Me’ Prompts
“Ask me about my food preferences, then design a weekly meal plan”
‘Ask Me’ prompts can help you work through thorny problems
step-by-step. With these prompts you reverse roles so instead of giving you answers, the chatbot starts a guided conversation*** and asks questions that help you think through details of your problem step-by-step, working toward a solution.
*** You may need to add this specific instruction: “Ask me XX questions one at a time, then summarize my answers.”
Prompts are conversation starters
Also remember to have a chat. Don’t just accept ChatGPT’s first response.
Chatbots aren’t answer machines. You’ll get the best results by following your first prompt with questions that probe for additional detail, investigate related ideas, or pivot to different approaches. Try following your first prompt with a second one that starts with: “Tell me more about …”
Starter Prompts for Fundraisers
Below is a list of starter prompts for common, day-to-day fundraising tasks. Use them, adapt them, or read through them to get ideas for writing your own prompts. They’ll work equally well on any of the popular ChatGPT alternatives: Google Gemini, Anthropic Claude, or Microsoft CoPilot.
For Donor Engagement and Communications
1. “Write a personalized fundraising appeal for a major donor who contributed last year. Highlight how their donation made an impact and encourage them to donate again this year. <include details about the donor’s gift and the program it supported>”
2. “Help me plan for segmenting our donor base to improve our communications with supporters. What criteria should we use to segment our donors?”
3. “Help me plan for improving donor retention rates. What actions can we take to engage and retain our existing donors?”
4. “Ask me questions to create detailed donor personas. We want to understand the demographics, interests, and giving behaviours of our key donor segments.”
5. “Ask me questions about our follow-up and stewardship practices. We need to ensure we thanked donors appropriately and kept them informed about the impact of their contributions.”
For Fundraising Events and Campaigns
6. “ Write an invitation email for our upcoming charity gala, emphasizing the importance of attending and how the funds raised will support our programs. <include details about the event>”
7. “ Write a thank you note for attendees of our recent charity event, highlighting the success of the event and the impact of their participation. <include details of the event, or url of a press release>”
8. “Help me plan a virtual fundraising event, including key elements such as theme, format, promotion, and followup activities.”
9. “Ask me questions to analyze our recent fundraising campaign. We need to identify potential issues in planning, execution, or follow-up that could have impacted our results.”
10. “Ask me questions about the timing and frequency of our fundraising appeals. We need to see if we might have sent out too many or too few messages, or if the timing was off.”
For Grants and Partnerships
11. “ Write a grant proposal for our community project. Include the problem statement, objectives, methodology, and expected outcomes. <include project profile or brief>”
12. “Help me develop a plan to identify and apply for grants. Include how to research potential funders, what information to gather, and tips for writing successful grant proposals.”
13. “Help me plan a corporate sponsorship program for our nonprofit. Include benefits for sponsors, sponsorship levels, and strategies for outreach.”
14. “Write a proposal for a potential corporate partner, highlighting how a partnership with our organization will benefit their brand and contribute to our mission. <include organization profile and relevant program details>”
For Digital and Online Fundraising
15. “ Write an email fundraising appeal for our supporter list based on the details of this latest press release about our program work. Include a donation ask, and indicate where a Donate button should be placed. Also include a p.s. that repeats the donation ask. <include url of press release>”
16. “ Write a social media post for a matching gift challenge, where every
donation made in the next 48 hours will be doubled by a generous donor. <include details about matching gift program>“
17. “ Write compelling website copy for our donation page that encourages visitors to contribute, focusing on the urgency and importance of their support.”
18. “Help me develop a social media strategy for our upcoming fundraising campaign. Include content ideas, posting schedules, and ways to engage followers. <include campaign details>”
Strategic Planning and Analysis
19. “Help me develop a fundraising strategy for next year. Include goals, key fundraising activities, target audience, and metrics for success.”
20. “Ask me questions to develop a comprehensive fundraising calendar for the next year/quarter. We need to schedule campaigns, events, and communications strategically.”
21. “Ask me questions to help set realistic and ambitious fundraising goals for the upcoming year. We want to ensure our targets are achievable yet challenging.”
22. “Ask me questions to develop metrics and methods for measuring the impact of our fundraising efforts. We need to track our success and report back to stakeholders.”
23. “Help me use data analytics to improve our fundraising. What types of data should we collect, and how can we use this information to make data-driven decisions?”
24. “Ask me questions to analyze our past fundraising campaigns. We
need to learn what worked well and what didn’t so we can identify key areas for improvement.”
25. “Ask me questions about our internal processes and team performance. We need to find possible operational efficiencies and improved coordination.”
Messaging and Content Creation
26. “ Write a cover letter for our annual report that summarizes our achievements in 2023, including key statistics, success stories, and future goals. <include text content from your annual report>”
27. “Ask me questions to help craft a compelling case for support. We need to articulate why our cause is important and why donors should contribute.”
28. “Ask me questions to evaluate the effectiveness of our fundraising messages. We need to determine if our messaging resonated with our audience and communicated the urgency and impact of their donations.”
29. “Ask me questions to assess our audience targeting. We need to ensure we are reaching the right people with the right messages.”
Prompt crafting holds the key to unlocking the full potential of ChatGPT and other AI assistants. Start experimenting with the prompts above, adapt them to your specific needs, and develop your own strategies for leveraging AI in your fundraising efforts. While AI can generate valuable content and insights, it’s crucial to review and refine the outputs to ensure they align with your organization’s voice, values, and fundraising goals. Stay mindful of ethical considerations and maintain transparency with your donors. Use AI as a complement to your expertise, not a replacement for human creativity and relationship-building.
GEORGE IRISH is a veteran of strategy, coaching and consulting for AI-powered charity fundraising. He works with Amnesty International Canada and Greenpeace among other organizations.uo. He writes this column exclusively for each issue of Foundation Magazine.
THE LEADERSHIP CHALLENGE
JULIE QUENNEVILLE
A New Approach to Funding Health Care Innovation
BY JULIE QUENNEVILLE
The journey from a ground-breaking medical discovery to a treatment or therapy that can improve or save lives is long and fraught with challenges. It involves years of development, refinement, validation and testing. We know that donors play a key role in getting research off the ground, and now, a new initiative at UHN is calling on them to take it to the next level. At University Health Network (UHN), our researchers and clinical investigators have long been at the forefront of global discoveries. However, securing funding for early, pre-clinical research often presents significant challenges due to the high risks and costs involved. This creates a funding gap that can delay the scaling of promising technologies through commercialization, and philanthropy is an excellent vehicle to address this gap.
To address this critical gap, UHN Foundation (UHNF) and The Princess Margaret Cancer Foundation (PMCF) have launched the Accelerator Fund, a philanthropic initiative dedicated exclusively to support commercialization efforts at UHN. This fund is designed to help the most promising innovations within UHN and our broader ecosystem reach patients faster, maximizing their commercial potential and, ultimately, their impact on patient care.
The Accelerator Fund is not venture capital fund. While venture capital pools money from investors to finance various companies and projects, the Accelerator Fund pools donor dollars to support commercially promising opportunities at their earlier, riskier stages. This essential funding helps de-risk and mature these high-potential projects, making them more attractive to traditional investors down the line. In essence, we are funding the critical step of de-risking our discoveries enough for investors to confidently join us in bringing these innovations to market.
Importantly, support for the Accelerator Fund is not an investment in the conventional sense—there are no financial returns. Instead, it is a donation, making it eligible for a tax receipt. Donors contribute a minimum of $100,000 to support the Accelerator Fund, and these contributions are strategically disbursed to the most innovative, cutting-edge and promising projects.
The Accelerator Fund is a $6-million annual initiative that we hope to grow with contributions from individuals and
corporations. By pooling these donations, we can support multiple highly vetted research projects simultaneously, amplifying the impact of each dollar and driving these innovations closer to patient application. This approach not only accelerates the commercialization process but also ensures that the most promising innovations have the resources they need to succeed.
UHN’s Commercialization arm has already demonstrated its ability to change the trajectory of patient care. By providing support to companies like BlueRock Therapeutics, a pioneer in innovative stem cell therapies, UHN has shown the transformative power of strategic funding. Since 2018, commercialization at UHN has generated nearly $111 million in licensing revenue, with a significant portion reinvested into further research and development at UHN.
The Accelerator Fund aims to drive even more important innovations to market. By bridging the critical funding gap, we are ensuring that more life-saving treatments reach patients faster and that the commercial potential of these innovations is fully realized.
Commercializing our discoveries has a profound impact beyond patient care. It creates local jobs, keeps projects in Canada for further research and development, and stimulates our economy. This ensures a return on investment not only for UHN, but also for all of Canada – something only Canada’s #1 hospital can do.
As we move forward, the Accelerator Fund will continue to be a beacon of hope for researchers, innovators, Canadians and patients alike. Together, with the support of our generous donors, we are transforming the landscape of health care innovation and bringing the future of medicine to life today.
JULIE QUENNEVILLE is the CEO of UHN Foundation. Quenneville’s acknowledged dedication to health care has earned her numerous accolades, including being named one of Canada’s Most Powerful Women; one of Concordia University’s Top 50 under 50; and receiving the Medal of the Quebec National Assembly. She serves as Chair of the Banff Forum and is a member of the Executive Committee of the 2024 President’s Cup, a global team golf competition which will be played in Montreal. Her vast knowledge of philanthropy, modern business strategy, and government relations has made her a sought-after speaker on multiple platforms. Quenneville is a change agent, a passionate advocate for innovative research, and a firm believer that advancing medicine is a global responsibility. She writes this column exclusively for each issue of Foundation Magazine.
What could longevity mean for giving?
CONTINUED FROM page 10
in the context of during their lifetime, there are also effective approaches as part of estate and wealth transfer planning. Naming a charity in a Will, for example, allows for continued support of a cause or organization that’s important to an individual, perhaps after years of volunteer service.
Bequests in a Will can be an absolute dollar amount or a percentage of an estate, or could be in the form of assets in-kind. Giving after one’s lifetime might also come in the form of a donation though a beneficiary designation on a registered plan (such as a Registered Retirement Savings Plan (RRSP), Registered Retirement Income Fund (RRIF), or Tax-Free Savings Account (TFSA)) or life insurance policy. A Foundation or ongoing trust may also facilitate long-term giving. For those interested in making a larger gift to a charity but who also wants to maintain use of the intended gifted property for family or friends during their lifetime, a charitable remainder trust may be an option. This allows the donor to retain a life interest in the property, but an irrevocable gift of the residual interest is made to a registered charity.
Moving forward in the age of longevity, it will be key to find ways to balance charitable pursuits with individual circumstances. But there’s no question, the power of community and legacy will continue to be an integral part of healthy aging.
LEANNE KAUFMAN is the President and CEO of the Royal Trust Corporation of Canada and The Royal Trust Company. She is responsible for the strategy and overall management of RBC Royal Trust, which provides wealth protection and transfer solutions across generations to high net wealth Canadian families. A lawyer by profession, Leanne is the author of the fourth edition of The Executor’s Handbook, a contributor to various publications on the topic of estates and trusts and the host of RBC Wealth Management’s Matters Beyond Wealth podcast. For more information, visit: https://rbc.com/royaltrust. She writes this column exclusively for each issue of Foundation Magazine
Haste Makes Waste
CONTINUED FROM page 11
My final thoughts
Blackbaud recently offered a workshop entitled: Be a Silo Buster. Well, if there is a need for a workshop to break silos, we must concede that mutual support is relational as well as trust-based, and that building trust is an organic process, as Webber claims. Then, it is essential that we allocate the time and the intentional patience needed to build collaborations to re-invent how we do our philanthropic work. To build a better tomorrow takes work, time, and patience today.
I am convinced, we are not too busy to take the time and not haste because slow and steady wins the race.
KATHLEEN A. PROVOST is currently the Vice President, Philanthropy and Communications at United for Literacy (previously Frontier College), a national organization with 125 years of community partnerships in Canada, offering free tutoring and mentoring to adult, youth, and children who need literacy and numeracy support. Kathleen has over 30 years of experience in the charitable sector. She has been a Certified Fundraising Executive (CFRE) since 2007 and a long-time member and volunteer for the Association of Fundraising Professionals (AFP). Kathleen holds a Masters degree in Adult Education from St. Francis Xavier University as well as a Baccalaureate Arts in Political Science and a certificate in Public Relations from McGill University. As a recognized leader, Kathleen has tailored presentations for French and English audiences at various events including AFP-Nova Scotia, AFP-Ottawa, AFP-National Congress, Coady Institute and the Canadian Council for the Advancement of Education. She has received numerous recognitions during her career, including the Queen Elizabeth II Diamond Jubilee Medal for her contributions to the charitable sector and was recognized as 2021 Fundraiser of the Year in Nova Scotia. She writes this column exclusively for each issue of Foundation Magazine.
Your Donor Retention How-To
CONTINUED FROM page 12
heard from them in years and years, it’s time to take them out of your active solicitation/thanks/report cycle.
But don’t be too fast. They deserve a few chances to come back. Mention they’re missed! Update them on what
inspired their most recent gift.
And keep in mind that someone who has given already is more likely to give again. Call it the Ben Franklin effect: someone who has already done a favour for you is more likely to do so again.
Don’t forget monthly and legacy giving!
People who choose to give every month are less likely to stop giving. Part of it is just habit. Part of it depends on you: take good care of these people. And you don’t have to stop asking them for special gifts, either!
With every appeal, ask for a monthly gift. Not necessarily in the letter, but what about the back of your reply form?
Do your donors even know you’d like them to put you in their will? They need you to tell them why it matters. And how easy it is. And how making that most special gift will mean their good work continues. That’s powerfully emotional stuff… so don’t tail off into legalese. Keep it simple!
Donor retention is the best way to boost your fundraising program, so give it the importance it deserves!
MARY CAHALANE is principal at Hands-On Fundraising where she focuses on improving fundraising results through great communication and a donor-centered mindset. She writes this column exclusively for each issue of Foundation Magazine.
Tax Changes Highlight Value of Philanthropic Planning
CONTINUED FROM page 13
Insurance policy with the proceeds to be donated to charity. That $20 million will create a charitable receipt that completely offsets the projected $10 million estate tax bill. Now, beneficiaries will receive $50 million instead of $40 million — and the family’s favourite causes can put $20 million to work for good.
We work with another family that had $2 million in appreciated securities held within a corporation. The adjusted cost
base was $1 million, so they were facing a capital gains tax bill of $270,000 under the pre-June 25 capital gains inclusion rate – but $360,000 after the tax change. This family, too, was charitably minded. So, they donated the $2 million in appreciated securities to a donor-advised fund. That eliminated the capital gains tax bill and gave them a charitable receipt for $2 million, offsetting $1 million in other tax due. However, they also wanted to leave a legacy to their children, so they applied their tax savings towards a $2 million Life Insurance policy to replace the donation they had made to charity. Now, the children will receive more than they would have and the charities supported through the donor-advised fund will receive $2 million.
There are countless tax-mitigating, wealth-preserving and charity-
maximizing ways to use the tax-favoured status of permanent Life Insurance. The key is to focus on planning rather than products and to seek out expertise in comprehensive estate planning and strategic philanthropy to make the most of these opportunities. We collaborate with professional advisors across the country because we recognize no one can be all things to all people and a team is stronger than any one person. To implement optimal strategies, donors need a lawyer, an accountant, and professionals specializing in insurance, investment and philanthropic planning –and all parties need to be speaking with each other. With the right team in place, anyone can do good, do well and go from success to significance.
We work with many charitable organizations, from very small to
very large, helping their donors and professional advisors structure generous gifts in the most tax-effective and costeffective ways. In many cases, using the same dollars, we can magnify their generosity to create more impact. Our corporate goal is to create a national network of 100 professional advisors and charities, where each of us create $10m per year. That’s $1 Billion of annual charity creation and it’s very realistic. Reach out to join us for additional details. Please do not hesitate to contact me for a no-obligation conversation to see how we can help you and your organization too.
MARK HALPERN is a well-known CFP, TEP, MFA-P (Certified Financial Planner, Trust & Estate Practitioner, Master Financial Advisor – Philanthropy). He writes this column exclusively for each issue of Foundation Magazine.
www.foundationmag.ca, delivers a Canadian national audience as well as a worldwide readership of philanthropic executives by providing exclusive Canadian coverage of the latest breaking news, developing trends, industry insights, product announcements, event coverage and informed commentary which helps them keep ahead of the rapidly changing world.
To advertise or to get more information & a media kit: Contact Steve Lloyd for details, steve.lloyd@lloydmedia.ca
Get Money Moving
BY NICHOLAS PALAHNUK
Nick Palahnuk, Founder of PhilanthPro, talks with experts about strategic philanthropy as part of a series with Foundation Magazine. This edition features storyteller and philanthropy activist Jen Risher, cofounder of #HalfMyDAF and author of We Need to Talk: A Memoir about Wealth.
Besides her work as an author, Risher is a speaker, philanthropist, and investor on a mission to move money out of the taboo category and help us have much-needed conversations. Her book explores the impact of wealth on identity and relationships. In sharing her story, she aims to validate the emotional complexities of money and help those with wealth move out of guilt, shame, or a desire to keep money hidden and into meaning, joy, and purpose. For more about Risher, see the end of this interview.
Nick: Jen, I’m thrilled to talk about philanthropy with you. One of our core beliefs at PhilanthPro is that we need to talk about the things that are important to us. Dialogue with our colleagues and advisors helps us stay focused on our goals... so let’s jump in!
You are the cofounder of #HalfMyDAF, the matching campaign that has helped mobilize over $80M in giving from Donor Advised Funds (DAFs). What an impressive impact! What inspired you to launch this campaign?
Jen: #HalfMyDAF was an emotional response to COVID. In April 2020, the stock market crashed. People faced so much uncertainty. As my husband and I isolated at home, we asked ourselves how we could help frontline nonprofits. At the time, $120 billion (now $229 billion) was sitting in DAFs in the United States. To unlock some of that money, we came up with the idea of inspiring others to give by using matching grants. We committed a million dollars in matching grants to spur others’ giving. We created a website, held a webinar for
Jen Risher, cofounder of #HalfMyDAF and author of We Need to Talk: A Memoir about Wealth.
nonprofits, got the word out to funders, and launched in May 2020. That year, #HalfMyDAF was featured in The Washington Post, Bloomberg, and The Chronicle of Philanthropy. We moved $8.6 million from DAFs in just five months.
Nick: Wow, that’s impressive impact! What do you think made #HalfMyDAF so successful?
Jen: DAFs make it easy to give and to do so over time. The problem is that there’s no mechanism to prompt or remind people to actually make those gifts. So, donors put off their giving due to the normal demands of work and life. Some want to give but they want to do a good job with their philanthropy, and they get frozen because they worry about doing it wrong.
#HalfMyDAF injects a sense of urgency into the system. A financial incentive in the form of matching grants really inspires donors and nonprofits. A simple email and submission deadlines also lead to quick action. Twice a year — on June 28th and September 29th in 2024 — we alert our network of donors and partners that grants need to be made to be eligible for matches. Donors have told us, “This is the nudge I needed.”
Nick: Yes! I’ve talked with hundreds of donors about this, and I hear the same thing. Our financial systems are set up to help people accumulate wealth, not to give it away. People have good intentions, but they are busy and they want more support. We are working hard so that every person and their advisors can also access planning and modeling tools so they don’t have to be in reaction mode. I know you’ve thought a lot about your own strategy, Jen. What do you focus on in your own philanthropy?
Jen: I’m using my money and my voice for equity — racial, gender, and economic equity. Women get just 2 percent of venture capital funding, and only 1.8 percent of philanthropic dollars go to organizations specifically focused on women and girls. To change this dynamic, I invest in women as a member of the Women Donors Network and as a board member of Women Moving Millions. I also invest with women-of-color fund managers. It just makes financial and social sense.
Nick: I just picked up your book, We Need to Talk: A Memoir about Wealth. I loved your husband’s online review:
“I’m giving this book five stars not because Jennifer’s my wife (which she is), not because she’s amazing (which she is), and not because I watched her invest 14 years of her life and suffer through countless rejections and revisions (she did, to both.) I’m giving the book five stars because... it shines light on our last taboo subject... the way we deal with wealth.”
Your husband is right! It’s so hard for us to talk about wealth. You were brave to put your own story out there, and it sounds like it wasn’t easy. Why did you decide to tell your story?
Jen: At twenty-five, I got lucky. I joined Microsoft, met my husband, David, and got stock worth hundreds of thousands of dollars. David’s stock was worth millions. Six years later, David took a job at a small, unknown start-up selling books on the internet. He ended up being the 37th employee at Amazon. com. Suddenly, we were in our early thirties, the company went public, and we had more money than we could wrap our heads around.
We are incredibly fortunate. But my identity was at stake. After growing up with middle-class values, saving my pennies, wary of the rich, I wasn’t worried about people liking me for our money. I was worried about them hating me for it. There were no books that shared personal stories about the emotional side of money, so I wrote the book I needed.
Nick: I think that sharing your story that way is an act of generosity, and I’m glad you did. I recently joined Forward Global, a community of people who are committed to strategic giving, and it’s been amazing to learn from others’ stories. Did you get any feedback from your readers?
Jen: Readers are grateful to know they aren’t alone. So many have told me that they felt embarrassed about their wealth and kept it a secret. Some felt awkward and alienated from friends. One woman wrote to tell me that the book helped her, “come out of my shell and pursue actions to help disadvantaged children.”
Each one of us has a money story. Knowing your money story can unlock money for good. When you aren’t aware of your emotions around money — stress, anxiety, pride, excitement, jealousy, fear — you tend to be reactive rather than intentional. But when you examine and understand your relationship with money and don’t just avoid or ignore it, you tend to be more intentional and purposeful, which is often very positive. PhilanthPro is a suite of tools and resources that brings the power of financial planning to philanthropy.
MORE ABOUT JENNIFER RISHER: She was born in Seattle, Washington, grew up in Oregon, and graduated from Connecticut College. She joined Microsoft in 1991 where she worked as a recruiter and then as a product manager. As an extra-fortunate beneficiary of the dot-com boom, she believes abundance can fuel action and drive change — and has been using her voice and resources to create more economic, gender, and racial equity.
In 2020, Jennifer and her husband, David, launched #HalfMyDAF to inspire more charitable giving. Over the last four years, they’ve contributed millions in matching funds, rallied donors and nonprofits, and created a community that has moved over $50 million to nonprofits. Jennifer has also been investing with women-of-color fund managers with the goal of achieving financial and social returns.
Jennifer and David live in San Francisco, where David is CEO of Lyft. Jennifer loves playing and watching tennis and spending time with her two twentysomething daughters. She is on the board of Women Moving Millions and is a member of Women Donors Network and Solidaire.
NICHOLAS PALAHNUK is Founder of PhilanthPro and can be reached at nicholas.palahnuk@philanthpro.com
OVERVIEW
Under Pressure: Insights on BC’s Philanthropic Sector
Under Pressure is the fourth installment in a series initiated by a partnership among Vantage Point, Vancouver Foundation, Victoria Foundation, City of Vancouver, United Way British Columbia and Vancity Community Foundation. In this year’s state of the sector survey, they surveyed 558 non-profit organizations across BC to check-in around various trends while also probing deeper into the underlying challenges highlighted in the last report.
The report provides consistent, high-quality data, crucial to understanding the non-profit sector in BC, and equipping funders, policy makers, and other sector stakeholders with
relevant data to make informed decisions and better support the current needs of BC’s non-profit sector.
In British Columbia (BC), there are approximately 33,019 non-profit organizations, including community, business, and government non-profits. Together, they represent 360,000 jobs and contributed approximately $30 billion to BC’s economy in 2022. This same year the community non-profit sector employed 92,000 workers and contributed approximately $4.87 billion to BC’s GDP.
Focusing on the community non-profit sector specifically, this report is a snapshot of challenges and opportunities facing
non-profit organizations in BC from early 2024. Non-profits are indispensable now more than ever, as British Columbians and the government increasingly depend on the sector to deliver essential services in various capacities. The sector bridges the gaps within the public support system by providing access to critical programs, activities, and supports to meet surging demand.
Our findings indicate that the sector is operating in extremely difficult times, with feelings of being overwhelmed, stretched, underfunded, challenged, uncertain, and concerned. In contrast, feelings of optimism, hope, and a sense of being needed now more than ever to promote equitable and thriving communities were also expressed. As the sector continues to evolve, our report, Under Pressure, provides a snapshot of and insights into the state of the sector in British Columbia through the following two themes:
Theme 1: Less resilient times
Non-profits in BC continue to combat soaring expenses as costs rise and revenue streams remain fixed. Over the last 12 months, the sector reported all revenue sources to be decreasing, except for revenue from government sources, which has remained stable. This year also revealed increasing expenses on salaries and benefits, programs, services and activities, and general administration, as opposed to 2023 Safety Net findings, when the sector reported more stability. Non-profits are incurring significantly higher expenses on insurance, supplies, utilities, employee benefits, technology, and other essential items, which has resulted in reduced funding available for programming. Moreover, the sector survey also revealed the impact of rising inflation and climate change on operating costs. As charitable donations decline across the country, and most notably in rural communities in BC, there is immense pressure on nonprofits to reduce programming, diversify funding sources, or
Section 3: Organizational characteristics.
close their doors. Nearly 50 percent of our survey respondents reported being aware of at least one to five non-profits that had closed their doors in the previous 12 months.
Theme 2: Overburdened
Our findings reveal that the non-profit sector in BC is grappling with skyrocketing demand for services and supports from clients and communities, while its capacity to deliver programs and services has remained the same. Additionally, volunteerism, crucial to the sustainability of non-profits
has not recovered from pre-COVID-19 levels within the sector. Our survey sought to understand the reasons behind the increasing demand, which include population growth, inflation, and concerns around mental health, food security, housing, healthcare, climate change and the impact of the pandemic. In responding to community needs, the sector has become overburdened, as evidenced by staff burnout, high staff turnover, and the necessity to offer higher wages and salaries to retain staff, often stretching available funding. While considering the successes, pressures, and challenges
the sector reports experiencing this year, we have made the following recommendations to all levels of government, funders, and sector stakeholders and partners. We hope that collaboratively, we can move forward to address:
1. Sustainability of the sector workforce through:
❯ Establishment of a collaborative working group that includes representatives from the sector, government agencies, funders, and other key sector stakeholders to create a non-profit labour force strategy.
2. Funding reforms, specifically asking funders to:
❯ Implement a flexible administrative fee of up to 30 percent, empowering grant recipients to determine the specific percentage required.
Section 4:
❯ Offer multi-year funding agreements that are embedded with inflationary increases.
❯ Establish a formal funders collaborative to advocate for and implement funding reforms, share trustbased practices, and collectively address the funding challenges within BC’s non-profit sector.
3. Nurturing a collaborative ecosystem within BC’s nonprofit sector that:
❯ Facilitates Cross-Sector Partnerships
❯ Establishes Information-Sharing Platforms
❯ Coordinates Training and Development • Aligns Data Collection Efforts
Deep dive into underlying challenges identified in the Safety Net report.
In-Depth Data Insights: 2024 State of BC’s Non-Profit Sector
Theme 1: Less Resilient Times
Through two previous State of the Sector Surveys, our findings have revealed that non-profits are combating soaring expenses and costs that are outpacing revenues. In 2024, decreasing trends have been observed across most revenue sources, including earned income, individual donations, membership fees, special events, and corporate contributions. Revenue from government sources has remained stable for 34 percent of respondents and has decreased for nearly 27 percent.
These findings align with the decreasing trend in overall charitable donations across Canada. Data collected a decade ago shows that 82 percent of Canadians contributed to a charitable organization, but according to a recent CanadaHelps donor and climate survey, that figure has dropped to 60 percent in 2023.
Inflation is one of the major underlying factors behind increasing costs for non-profits. Recently, the Charity Insights Canada Project highlighted a persistent trend where salaries are consistently the most impacted by inflation rates - 60 percent of organizations reported impacts in 2023. This number increased to 69 percent in 2024. Non-profits are spending significantly more on wages and employee benefits, but also on insurance, supplies, utilities, technology, etc., all leading to reduced funds available for programming.
Understandably, the donation pool is also impacted by inflation as people’s willingness to donate is often correlated with their income. Since consumers feel the decrease in their purchasing power, they are less likely to donate, resulting in reduced overall funding.
As the cost of living rises, the situation is further aggravated with funding not being indexed to inflation. Close to 80 percent of organizations serving urban areas have reported spending more on salaries and benefits for staff in the last 12 months. Efforts to retain staff in the sector “…have led to much higher salaries and benefits that have not coincided with increases in funding - meaning that original project budgets need to be stretched further [and] program budgets written 2-3 years
ago are irrelevant now.” Consequently, multi-year funding contributions that have not accounted for inflationary pressures are diminishing in value over time.
As a result, the sector continues to struggle with numerous constraints. With a shrinking donation pool and an increasing number of organizations competing for donations, the sector has become increasingly competitive for donor dollars. In the words of one survey respondent, “… there is significantly more demand on foundation grants, making it challenging for us to be successful on all our applications due to the volume of applications received by foundations”.
This creates increased pressure on non-profits to reduce programming, diversify funding sources, or close their doors.
Every organization has operating costs to meet, including rent or debt financing for physical premises, maintenance and repairs, office supplies, administration, insurance, accounting, marketing, utilities, salaries, and information technology such as equipment, software, internet services, and IT security. The sector struggles to update outdated technology, which takes staff time away from primary duties. Less efficient use of staff time can impact the delivery of service contracts, impede opportunities for employee upskilling, and lead to high rates of staff burnout and turnover. Non-profits also find it difficult to invest in board development and strategic planning, and to increase capacity in other ways that allows for the sustainable delivery and improvement of programs.
With the increasing number of extreme climate events such as floods, droughts, heat waves and forest fires, respondents indicated increasing operating costs to match. Nearly 21 percent of respondents revealed spending increasing amounts of resources on addressing climate change impacts on their organization and/or the communities they serve. A few examples include increasing expenses on food, snow removal, repairs to damaged infrastructure, and electricity for heating and cooling of office and programming spaces.
The sector faces numerous challenges with its relationship
to funders. The current funding landscape lacks much needed flexibility in allowing non-profits to allocate resources to core costs associated with delivering services and supports to the community. As a result, the sector is often left to fend for itself to cover crucial overheads, and upon its failure to do so, the communities in need experience decreased services.
Extensive reporting to funders places administrative demand on non-profits, and our survey found that time spent reporting to both government and non-government funders is increasing for 54 percent of organizations. This is in addition to submitting grant proposals or other funding applications. Without the ability to allocate a percentage of donor and funder contributions to administration, fundraising, governance, and other essential operational expenses, most charities would struggle to sustain their operations effectively. Alarmingly, about 50 percent of our survey respondents reported to be aware of at least one to five non-profit(s) that have closed their doors in the previous 12 months.
Finally, short funding cycles are another challenge for nonprofits. As government contracts are often only one year in duration, the sector experiences the “… stress of not knowing if we will get funding each year to keep our contract workers [and] to keep up with the demands of our clients.” For the sector, it implies that organizations suffer from uncertainty and are unable to offer long-term staff positions or engage in effective operational planning.
A. Revenue Trends
On average, 35 percent of respondents reported that their overall revenues stayed the same over the last 12 months. This finding aligns with last year, as only revenue from government sources has stayed about the same whereas revenue from earned income, foundations, membership fees, special events, and corporations/businesses have been decreasing. Data could also indicate that stability of overall revenues may be reflective of stability in revenue from government sources which is a primary revenue source for 41 percent of respondents.
Further, revenue from individual donations ranges between decreasing to staying about the same. In comparison to the Safety Net findings, revenue from individual donations in the last 12 months.
B. Expense Trends
A whopping 84 percent of respondents reported that their overall expenses have been increasing over the last 12 months, which indicates that organizations in the sector are struggling with reduced or stable funding as costs to operate are rising. Moreover, 80 percent of organizations also reported increasing expenses from pre-COVID-19 until now (see Graph 3).
In the Safety Net Report, expenses on salaries and benefits, programs, services, and activities and general administration ranged between staying the same to increasing which is contrary to this year’s findings where respondents have indicated an increasing trend only. Nearly 75 percent of respondents this
year reported an increase in spending on salaries and benefits, 66 percent reported an increase in spending on programs, services, and activities and 68 percent of respondents indicated increased spending on general administration.
Other summary trends have indicated expenses have stabilized this year for office space, programming space, investments in diversity, equity, inclusion, belonging, and accessibility and in decolonization and reconciliation. In the Safety Net report, these ranged between staying about the same to increasing.
C. Central Operations Trends
In terms of central operations, respondents reported having about the same amount of capacity to operate (i.e., physical space, resources spent on marketing and communications, conducting internal meetings, and procuring supply and services), even as demand for services and support from community is increasing overall.
Similar to our findings from 2021 and 2023, 59 percent of organizations reported spending increasing amounts of time and/or money on information technology and 34 percent reported spending about the same amount in the last 12 months. Another 54 percent indicated they are spending increasing amounts of time reporting to funders, governments etc. about their activities. Clearly, “…government red tape is a major part of the problem and compliance is time consuming.”
Theme Two: Overburdened
British Columbians depend on non-profits more than ever to access a variety of services, programs, and supports. The non-profit sector service usage and demand is at an all-time high, with two in ten Canadians using charitable services to meet essential needs in 2023, according to an Ipsos survey commissioned by CanadaHelps. In a December 2023 public opinion poll commissioned by Imagine Canada and BMO, 17 percent of respondents indicated that they had personally engaged the services of a charity or non-profit to soften the impact associated with inflation and a higher cost of living.
This has nearly doubled from 9 percent a year earlier. However, most charities are unable to meet current levels of demand. Clearly, the sector is experiencing a mismatch between community needs and the capacity to meet those needs.
In alignment with this data, we heard similar concerns from the non-profit sector in BC. Nearly 76 percent of survey respondents reported experiencing increasing demand for services and supports from clients and communities, while their capacity to respond to the demand has stayed about the same for 39 percent of respondents and decreased for 31 percent. In comparing trends from our Safety Net findings, we saw no variation in this parameter, which indicates that the sector continues to deplete itself to keep pace with increasing demands. It is imperative to pause and consider that while BC’s non-profits appear to be stable in capacity, the sector is stretched to its limits.
So why are the sector’s demands for services and supports on
the rise?
Firstly, from our survey, we heard that there is an increasing need to serve community members as “… population has grown exponentially, and infrastructure has not kept up, the need for our services continues to grow as people in general are under greater stresses and are experiencing mental health crises.” The sector also reported struggling with increased demand for food banks, low-cost housing, literacy services, supports to newcomers and refugees, shelters for people facing homelessness, support for mental health, and medical and clinical support.
Secondly, climate change has acted as a catalyst in increasing demand pressures on the sector as well. Due to extreme weather events, there has been an increase in need for supports and services, from cooling and heating centres to emergency spaces such as evacuation centres, necessitating emergency plans and increased response and preparedness from non-profits in the sector.
Thirdly, inflation is a persistent factor that has increased financial pressure on people with low incomes as well as families, which in turn increases demand for low-cost services provided by non-profits. There is ongoing response to community needs from the sector, wherein “… we currently subsidize many of our programs because that is what our market can fare. We cannot increase our fees because many of our stakeholders cannot afford to participate if there is no subsidy.”
Lastly, with mental health concerns, food insecurity, social isolation, and homelessness on the rise, the impact of the COVID-19 pandemic is still being felt within the sector. Approximately 57 percent of respondents indicated an increase in their delivery of programs, services, and activities as compared to pre-COVID-19 times.
With the rising demand for services, non-profits face the dual challenge of meeting community needs while striving to be sustainable amidst challenging circumstances. Coping with heavy workloads, staff turnover, under-staffed teams, restricted budgets, and an inability to offer competitive wages, the wellbeing of a non-profit is likely to be compromised with the increasing needs of communities.
While employment within a non-profit is often fulfilling, there is a high risk of burnout and negative mental health impacts due to the nature of the work and increasing workloads. The sector reports that “… increased demand for services has taxed our volunteers and staff.”
Increased demands also lead to staff burnout and turnover: “… unprecedented and constant hiring/training is weighing heavily on the organization. We cannot pay adequately to support the workforce and people leave. The nature of work is also emotionally taxing, and people burn out.”
Moreover, the sector is also experiencing a changing volunteer landscape post-COVID-19. With aging volunteers, and rising burnout levels, volunteer involvement has also reduced within the sector. As a result, nearly 41 percent of respondents have indicated spending an increasing amount of time and money on recruitment and retention of volunteers. The sector has also
identified significant skill gaps within its workforce, exacerbated by challenges in recruiting from a limited pool of skilled workers. In a recent Canadian Survey of Business Conditions (CSBC), only 41 percent of non-profit employers reported that their employees possess all the skills needed by the organization, compared to 63 percent of government employers and 42 percent of business employers.
Our survey respondents reported that, “… finding qualified staff is so hard right now - we have had the most difficult time finding employees and retaining them despite paying reasonable rates.”
This finding can be interpreted in two ways. Firstly, the sector consistently loses workers to government and business employers, so it is not surprising that it is hiring from a less experience, less skilled labour pool. Secondly, prevailing public perceptions about the sector such as lower wages, scarce benefits, job insecurity, and lack of opportunities for career advancement deterred skilled workers from seeking employment in the sector. Unfortunately, many of these challenges are a result of a restrictive funding environment that does not prioritize core investments in workforce upskilling and/or reskilling.
D. Program and Service Delivery Trends
On average, 50 percent of respondents reported that their overall ability to deliver on their mission has stayed about the same in the last 12 months. However, 76 percent of respondents reported increasing demand for services and support from clients and communities while capacity to deliver has been reported to be staying about the same for only 39 percent. Clearly the sector is being depleted through reduced revenues, increasing expenses, and limited capacity to meet increasing needs of the communities they serve.
E. Human Resources Trends
Overall, 68 percent of respondents reported increasing levels of wages and salaries for staff, similar to our finding last year. This trend reflects the undertones of rising cost of living and burnout among staff and volunteers, which organizations in the sector attempt to address by increasing wages and salaries with limited funding from which to draw from. Clearly, the inability to offer a competitive and/or living wage often results in significant staff turnover in a sector that is trying to keep up with increasing demand for its services.
While 41 percent of respondents reported stable volunteer involvement, another 29 percent indicated decreasing levels, which reflects the changing volunteer landscape being experienced by the sector. In terms of benefits offered to staff, overall, 47 percent of organizations reported offering the same level of benefits while overall revenues remained, on average, the same. Respondents also reported that the number of fulltime staff, parttime, temporary, contract, and seasonal staff stayed about the same in the last 12 months.
This demonstrates that reduced funding restricts the sector in hiring more staff even as demand for services is on the rise.
Often charities and non-profits also manage underfunding by reconfiguring staffing levels as this is one of the few areas where the budgets are flexible. This is done by laying off core staff or hiring staff on contract so their employment can be terminated when funding ends or during a funding gap.
F. Governance Trends
It appears that there is some stabilization happening around people in leadership roles reflecting the communities they serve, resources spent on governance structure or board processes, and strategic/scenario planning. However, our data also tells us that 56 percent of respondents reported increasing amounts of resources being spent on strategic/scenario planning and 35 percent reported the amounts to be stable. Compared to Safety Net findings, respondents reported spending same amount of resources in the last 12 months on managing conflict, crisis management and building relationships among or between the board and executive director.
Disaggregated Analysis.
Trends across rural vs. urban-serving organizations, subsectors, and demographic groups served.
Rural vs Urban Trends
When comparing rural versus urban respondents, we find that trends differ in all but one parameter: delivery of programs, services, and activities (see Table 9). 36 percent of organizations in urban areas reported stable revenues from individual donations as compared to organizations serving rural areas, which reported donations to be decreasing to staying about the same. In comparison to the Safety Net findings, however, this revenue source has become more stable for rural serving organizations in the last year. While overall expenses, expenses on programs, services and activities, and general administration are rising for both, organizations serving urban areas reported increasing expenses on salaries and benefits, as compared to organizations serving rural communities. Again, in comparison to Safety Net’s findings, this trend has shifted from being stable to ranging between stable and increasing for organizations serving rural communities, reflecting the impact of rising cost of living now reaching smaller communities in the last 12 months. In terms of operations and governance, nearly 54 percent to 59 percent of organizations serving urban areas reported increasing amounts of resources being spent on information technology and strategic/scenario planning, as compared to organizations serving rural areas.
Subsector Trends
The following trends within specific subsectors emerged prominently during our disaggregated data analysis:
1. Social services - Organizations belonging to social services reported stable revenues specifically from foundations and government sources. While revenues remain stagnant, 82 percent of respondents within the
subsector reported increasing expenses on salaries and benefits, and 66 percent reported spending increasing amounts of time and money on information technology. A total of 194 organizations reported to belong to the social services subsector.
2. Arts, culture, heritage, and tourism – Contrary to the summary trends, nearly 51 percent of organizations belonging to the arts, culture, heritage, and tourism subsector reported decreasing revenue from government sources, and 39 percent reported stable revenues from foundations. 35 percent of this subsector also reported stable overall demand for services and supports from the clients and communities they serve, while salaries and benefits rose. In terms of governance, 63 percent of the sector reported spending increasing resources on strategic/ scenario planning.
3. Sports, recreation, and other social clubs – Of all the subsectors, 13 percent of organizations belonging to the sports, recreation, and other social clubs subsector reported a decreasing trend in the number of full-time staff hired, which may be associated with the fact that 21 percent of the subsector reported spending the same amount on salaries and benefits, as well as general administration costs (33 percent), in the previous 12 months.
4. Law, advocacy, and politics - While the summary trend for overall revenues remains stable, 55 percent of organizations belonging to this subsector notably reported decreasing overall revenues, as expenses on salaries and benefits increased for 82 percent of respondents. Moreover, 64 percent of respondents revealed decreasing revenues from individual donations, as well as from government sources (36 percent).
5. Environment - Particularly for organizations within the environment subsector, 60 percent to 67 percent reported spending increasing amount of time and/or money on marketing and communications, conducting central operations, reporting to funders, governments, and strategic/scenario planning.
Demographic Group Trends
Demographic groups most served by respondents—such as adults, seniors, youth, children, families, and people experiencing poverty or with low income—are experiencing overall trends that align with the summary trends of stable revenues, increasing expenses, and soaring demand for services and support. In the remainder, organizations serving the following demographic groups in particular have stood out:
1. People experiencing mental health challenges and/or mental illness - Organizations serving this demographic trended differently for issues related to recruitment and retention than organizations focusing on other demographics. Nearly 83 percent of organizations serving this demographic group indicated an increase in the level of wages and salaries offered to staff, despite with individual
donations decreasing. 52 percent to 67 percent reported an increase in staff absences, time and/or money spent on recruitment and retention of staff, and HR issues related to staff mental health and wellbeing.
2. People experiencing or with experience of domestic or sexualized violence - Despite challenges with human resources, nearly 82 percent of respondents serving this demographic group indicated an increase in the level of wages and salaries offered to staff, and 55 percent to 73 percent reported increasing amounts of resources being spent on recruitment and retention of staff and the development of HR-related policies. Increasing expenses on office space, programming space and investments in decolonization and reconciliation were also reported by respondents, ranging between 68 percent and 82 percent.
3. Black people and/or African Diaspora – With increasing wages and salaries, organizations serving this demographic group have reported some unique trends from other groups. For 58 percent to 67 percent of respondents, increasing resources were spent on governance such as governance structure or board processes, strategic/scenario planning, and managing conflict or building relationships with other organizations. Overall, the survey found that time or money spent on marketing and communications stayed about the same for the non-profit sector. However, organizations serving Black people and/or African diaspora (75 percent), newcomers, immigrants, or refugees (69 percent), and people with experience of (or experiencing) sex work (67 percent), and chronic illness or a long-term condition (72 percent) reported spending increased time or money on marketing and communication.
Recommendations
While British Columbia’s non-profits operate in a time of uncertainty, the sector continues to be the heart of our communities, and support for this sector is essential. Recently, the Province of BC recognized the non-profit sector as an important partner in its delivery of key community services, through the declaration of a BC Non-Profit Day, the initiation of the Recovery and Resiliency Fund, and investments into ongoing programs and services. With this increasing recognition comes a curiosity to better understand the emerging needs of the sector.
In this year’s State of the Sector Survey, we asked organizations to consider the successes and challenges they have experienced so far, and to highlight resources, information, or support they may need from all levels of government. The responses received were aligned with this year’s emergent trends and condensed into priorities for the sector. Our recommendations from the data include:
Sustainable Sector Workforce
The sector grapples with complex decision-making regarding
compensation and optimal use of revenue to deliver services, activities, and support. Operating against a backdrop of escalating costs, expenses related to staff wages are steadily increasing within the sector. The inability of organizations to offer competitive wages places a financial strain on staff, leading to feelings of undervaluation and exacerbating recruitment and retention challenges.
This imbalance between cost of living and wages also detracts from the sector’s attractiveness to a talented and skilled workforce. Additionally, volunteerism, crucial to non-profits’ effective delivery of services and programs, has not recovered from pre-COVID-19 levels within the sector. Low levels of volunteer engagement across Canada have been exacerbated by aging volunteers and a shifting volunteer recruitment landscape: “Volunteers are aging out and younger generations don’t seem to hold the same commitment to volunteering. After COVID volunteers seem to value their leisure time more [....] With the current cost of living many volunteers are looking for paid work!”
Developing a labour force strategy that includes a volunteer revitalization plan and reassessing funding to accommodate rising staff wages and ensure a living wage is crucial for retaining, attracting, and properly valuing the sector’s workforce, thereby ensuring its sustainability.
With support for enhanced volunteer engagement and compensation/compensation planning, the sector can offer a competitive work environment that includes flexible work arrangements, enhanced health insurance coverage, retirement savings programs or pensions, sufficient paid time off, and additionally benefits such as peer-to-peer mentoring, employee discounts, recognition programs, and educational and training opportunities.
Currently, many non-profits report losing skilled workers to other sectors and jobs offering higher pay and security: “[There needs to be] recognition of the need to pay staff market value — our biggest competitor is our funder (staff moving to government jobs for higher pay).”
The non-profit sector in British Columbia is a significant contributor to the provincial economy, generating billions of dollars in economic activity annually. Notably, its workforce is predominantly comprised of women. In response to a 17 percent gender pay gap identified by Statistics Canada in 2023, British Columbia enacted the Pay Transparency Act. While smaller non-profits in BC are exempt from submitting pay transparency reports, implementing a non-profit labour force strategy would strengthen employment for women in non-profits large and small and significantly contribute to addressing overall gender pay inequity within the province.
To create a non-profit labour force strategy and address sector workforce sustainability, we recommend the establishment of a collaborative working group that includes representatives from the sector, government agencies, funders, and other key sector stakeholders. By working together, we can create a more equitable and sustainable labour force that continues to provide
vital services and programs to B British Columbians.
Funding Reforms
The Community Foundations of Canada defines trust-based philanthropy as an approach that addresses the inherent power imbalances between funders, non-profits, and the communities they serve. Trust-based philanthropic and granting practices include multi-year unrestricted funding, simplified and streamlined paperwork and reporting, funder transparency and responsiveness, timely transfer of funds, and non-monetary support. These practices can increase the responsiveness of the sector to emergent needs and enhance the efficacy and impact of services and programs.
With the sector experiencing rising overall expenses, nonprofit organizations need flexible, unrestricted financial support now more than ever. In the current funding milieu, the sector struggles to cover costs associated with day-to-day operations through program or project-based funding—the percentage of administrative fees allowed from each grant varies between 5-12 percent. Additionally, grantees are often restricted from adjusting project spending as needs arise over the term of the grant. Flexibility in funding contracts can significantly alleviate these challenges. By expanding the percentage of administrative fees that non-profits can claim per grant, organizations would have greater capacity to cover essential operational expenses such as rent, utilities, salaries, and technology upgrades. Furthermore, less restrictive granting criteria or engaging grant recipients in the design of the grant call can increase the success of funded programs and projects.
Consistent with our previous recommendations, we call on all funders to implement a flexible administrative fee of up to 30 percent, empowering grant recipients to determine the specific percentage required.
Currently, short-term funding cycles have damaging consequences on the sector’s ability to offer higher wages and benefits and longer employment contracts. In soliciting grant applications, funders often seek new project proposals instead of offering multi-year funding to sustainably support existing programs that have proven efficacy.
For communities, unstable funding increases the probability that vital services and supports will not be accessible when needed. Additionally, inflation reduces the loss in real value of multi-year contributions. Our recommendation is for funders to offer multi-year funding agreements that are embedded with inflationary increases.
Trust-based funding practices and processes can mitigate the rising grant reporting administrative burden currently faced by the sector, allowing non-profits to focusing on serving their communities, exploring new funding streams, innovating solutions, and engaging in long-term planning. While it is crucial for funders to continue to learn about the needs and issues of the non-profits and communities they support, a trust-based approach to grant reporting provides equity to grant recipients and establishes a reciprocal relationship of mutual learning.
There are many funders who have adopted successful trustbased practices in BC. We recommend establishing a formal funders collaborative to advocate for and implement funding reforms, share trust-based practices, and collectively address the funding challenges within BC’s non-profit sector.
In the voices of the sector:
Ecosystem of Collaboration
Despite the non-collaborative environment often engendered by funding competitions, non-profits in BC have found different ways to work together through community coalitions, roundtables, action teams, and advocacy networks to address local, regional, or sub-sector specific issues. Through our survey, we heard the need to nurture an ecosystem of collaboration and identified some opportunities for the sector to continue to work together to benefit all non-profits.
An ecosystem of collaboration for the non-profit sector must include non-profits forming partnerships across different subsectors, with diverse government ministries, funders, and the private sector. Through these partnerships, non-profits can coordinate, reduce redundancy and duplication, maximize impact, leverage relationships, provide mutual support, and optimize costs through pooling of resources and services. Administrative templates, for example, can be shared through “...a common bank of canned HR policy and templates that could be accessed by NGOs, and they can customize for their needs.” Similarly, non-profits can benefit from shared training opportunities, financial or business planning support, or access to information technology. More than one respondent spoke about burgeoning organizations leveraging the expertise of established organizations. Another aspect would be to collaborate on data collection to avoid duplication of data, improve quality of data, and enable enhanced data analysis and policy recommendations.
Recommendations for nurturing a collaborative ecosystem within BC’s non-profit sector:
1. Facilitate Cross-Sector Partnerships: Support non-profits to form partnerships across different subsectors, with diverse government ministries, funders, and the private sector.
2. Establish Information-Sharing Platforms: Create online platforms or hubs where non-profits can share resources, best practices, and templates.
3. Coordinate Training and Development: Organize free or low-cost joint training sessions, workshops, or seminars on topics that are relevant to all non-profits.
4. Align Data Collection Efforts: Support the development of common metrics, data pooling, and the standardization of data collection tools.
By implementing these recommendations, the non-profit sector in BC can enhance its collaborative efforts, ultimately leading to greater collective impact and strength.
INSIDE THE SURVEY’S METHODS
Respondents Overview
Our understanding of the survey respondents is based upon Section 3, which pertains to organizational characteristics.
The number of respondents in this section ranged from 477 to 482, due to some respondents choosing to skip certain questions. The descriptions in this overview are expressed as percentages of the total number of respondents for each question.
Of the respondents, 71 percent are registered charities, with the majority being community organizations and in the social services subsector. More than half of these charities are also registered non-profits. Only 6 percent of respondents were business serving non-profit organizations, and 1.5 percent were quasi-governmental nonprofit organizations.
Similar to previous reports, the majority of subsector representation is from social services, which accounts for 41 percent of respondents, followed by arts, culture, heritage, and tourism (15 percent), health (10 percent), education and research (6 percent), and environment (6 percent).
We asked respondents to tell us about their operating budgets over the last 12 months: 22 percent reported operating budgets of $1M - $2.9M, followed by 16 percent with budgets of $0 - $99,999, and an additional 16 percent with budgets between $500,000 - $999,999. Only 7 percent of organizations reported having budgets above $10M.
Respondents reported the government to be the primary source of revenue (41 percent), followed by mixed revenue (25 percent), earned income (10 percent), and foundations (9 percent). 34 percent of organizations indicated they serve a rural, geographically remote, northern, or small community 16 and 17 percent of those rural serving organizations are completely volunteer driven.
In terms of geographic representation,
22 percent of respondents indicated they have a province-wide focus, and 8 percent have a pan-Canadian focus. 17 percent of respondents focus on the City of Vancouver, 14 percent on Greater Victoria and the Southern Gulf Islands, and another 7-8 percent focus on other areas within Metro Vancouver and the Nanaimo regional district. By grouping respondent locations into provincial health authority regions, we discovered that 40 percent indicated they focus on the Fraser Health region, 38 percent on the Vancouver Island Health region, 37 percent on the Vancouver Coastal Health region, 30 percent on the Interior Health region, and 9 percent on the Northern Health region. These groupings and their related response rates can be found in Appendix A. (Note: respondents were not required to disclose a geographic focus).
When respondents were asked to indicate the focus of their organization’s programs, services, or activities, 22 percent reported they serve the general public with no specific demographic focus, while other organizations reported primarily serving:
1. Adults (48 percent)
2. Seniors (40 percent)
3. Youth (39 percent)
4. Children (32 percent)
5. Families (31 percent)
6. People experiencing poverty or with low income (26 percent)
• Overall, the majority of survey respondents were not organizations that are led-by and serve a specific equity-denied group. However, 124 respondents identified their organizations as both led-by and serve the following specific equity-denied groups:
7. Racialized/people of color (24 percent)
8. Indigenous peoples (23 percent)
9. Women (19 percent)
10. LGBTQIA+ (18.5 percent)
11. Immigrants and newcomers (15 percent)
12. People with disabilities (14.5 percent)
Summary Trends
This report presents summary trends determined by weighted averages and percentage response rates. These are provided for the various components of six major parameters reported on, which are:
1. Revenues
2. Expenses
3. Program and service delivery
4. Human resources
5. Central operations
6. Governance
Understanding summary trends by weighted averages
In the survey, from questions 4 to 7, and 25 to 26, respondents were asked to choose a trend for each component within the six major parameters. The trend options were: Increasing, Staying about the same, Decreasing, Not relevant, and Not sure.
Weighted averages were used for this scales-based analysis by assigning each option a numerical value or weight (5 = Increasing, 4 = Staying about the same, 3 = Decreasing, 2 = Not relevant, and 1 = Not sure). The average was then calculated for each component, producing a number that indicates, on average, the overall response trend. This average number identifies the summary trend among all respondents. If the calculated average is close to two options (e.g. between 4.45 to 4.5), the trend is expressed as a range between those two options (e.g. staying about the same to increasing). The interpretation and sensemaking of these summary trends were informed by referencing the qualitative responses collected from the open-ended questions.
INTERVIEW:
Chief Marketing Officer, Bloomerang Ann Fellman,
BY STEVE LLOYD, FOUNDATION MAGAZINE
Foundation Magazine speaks with Ann Fellman, Chief Marketing Officer, Bloomerang. The company began about twelve years ago in the U.S. as a donor management software to help nonprofits. The company was instilled with a vision to empower fundraisers to do what they love and build a world inspired by giving. As Bloomerang’s CMO, Fellman leads all aspects of marketing, including product marketing, brand development, corporate marketing, and demand generation for the company. She joined the company in September of 2021.
Over the following years, the company grew organically, supplemented with new investment, an expanding mission, acquisitions and now works with more than 23,000 customers in areas using CRM, fundraising tools, volunteer management, membership management, marketing & engagement, reporting & analytics, data management, and Mobile Apps.
The company acquired Ottawa-based volunteer management provider InitLive in March 2023 and expanded their Canadian operations. InitLive was founded in 2013 by longtime tech executive Debbie Pinard and her daughter Melissa. The Kanata-based firm’s main previous investor was Wesley Clover International, which is backed by billionaire tech entrepreneur Terry Matthews.
Foundation Magazine: Hi, Ann, a great pleasure to speak with you. There is quite a sea of change and development going on in the Canadian philanthropic sector, which is probably a good thing for Bloomerang, particularly now that you’ve strengthened your Canadian team.
Ann Fellman: Yes, it’s an exciting time. We’re thrilled to strengthen our presence in the Canadian sector. We’ve had a number of new developments that can benefit nonprofits in Canada. We’ve been fortunate to support the Canadian sector since the company began.
FM: Yes, Bloomerang has come a long way since it was launched about twelve years ago. And you had another significant new investment earlier this year, when you acquired Qgiv.
Ann: We did, and brought on a new investor too — an investment from Warburg Pincus, a leading global growth investor. The funding combined with JMI Equity’s investment in 2020 and the company’s acquisition of InitLive in 2023 and Qgiv earlier this year support the ongoing growth and success and help Bloomerang deliver a fully integrated giving platform. It’s been really exciting to get some acceleration and support of our business but most importantly more support for the nonprofits we serve.
FM: Does that also help the expansion into Canada, and scaling up?
Ann: Certainly. We see taking on an investment as a way to support
business growth and ultimately to drive the success for nonprofits and help them thrive. We have a team in Canada, so a new investment helps us scale overall. We are a fully remote company and our team works across the US and in Canada.
FM: Your staff in Canada works remotely, I believe.
Ann: Yes, but we also have an office in Ottawa through our acquisition of InitLive (now Bloomerang Volunteer), a volunteer management software provider. In mid-2023 InitLive was rebranded Bloomerang Volunteer. We’re all now one Bloomerang Team, but we also wanted to keep the office space and team in Ottawa.
FM: The volunteer role has its challenges, I think especially in Canada. It’s open for immense potential for someone to scale up something that changes the way volunteerism works here. Many volunteer apps in Canada have features which work but their business model may not be structured to gain as much traction as needed to make a difference. Your approach in Canada, shows you know what the opportunities are, particularly sections that are more open to change than others.
Ann: We know strategically Canada is a natural extension for us. It’s definitely a different market but has similarities, in many ways, to the US market. There are about 1.9 million nonprofits in the US and perhaps 85,000 or so we can see in the Canadian market. There is plenty of potential to grow. We’ve got a strong presence in Ottawa and when we look at the overall Canadian nonprofit segment, we see that we can make an impact quickly on two of the three
major sectors. Business philanthropy and households. Government sponsored services do have different requirements, so that sector is one we cannot serve immediately.
FM: What kind of status do you have in Canada, in terms of customers?
Ann: We have hundreds of Canadian nonprofits as customers today — these organizations are successfully fundraising and managing their volunteers. This is a natural extension of what we’ve done so well in the US. Bloomerang’s recent moves and product innovations address many of the common challenges that most nonprofits face today — finding new donors, growing existing relationships, and fundraising.
Great software is made of great technology that frees up time, helps staff finish up or get more done.
FM: Can you give us some idea of what the differences mean for circumstances such as the Quebec market with a strong French language element, whether that’s a challenge.
Ann: Certainly. Our products have a range of language capabilities to support those types of requirements. Our online fundraising forms and donation landing pages all offer several language options — including French — and that’s important. Additionally, Canada (like the US), has a diverse population with many languages spoken, so making sure that we have broad language options help us better serve nonprofits and the populations they serve–it’s important.
FM: Your core target market is suggested as small and medium-sized organizations, but those are different types of organizations in Canada versus the US. What is small in your market might be large here.
Ann: Our strength is supporting growing nonprofits regardless of size. We do really well with organizations We’ve been known to support small and mid-size nonprofits, but that could look different in the US compared to small and mid-sized in Canada. The best way to segment is based on fundraising revenue — an organization’s ability to fundraise. Whether starting out or really strong, we work with upwards of $25 million annually in US dollars. We see on the smaller end $100,000 to $250,000 USD and scale all the way up to more than $25 million — it’s a pretty broad range. In reality, that’s the bulk of the overall nonprofit segment when you look at just the sheer number of organizations.
FM: Your company describes itself as a community focused organization. How does the company bring that commitment to life?
Ann: Our central focus is to help all nonprofits thrive. So when we talk about community focus, we not only make great software but also focus on the nonprofit professional– what’s their passion? It’s delivering their mission. Their passion usually isn’t learning new-fangled technology, right? They’re not trying to figure out how to make it all work. They need something very, very easy to use, and it needs to be super intuitive. Great software is made of great technology that frees up time, helps staff finish up or get more done. And besides the tech, we also work to create content and resources that are accessible for all nonprofits–it doesn’t matter if you’re a Bloomerang customer to benefit from the great content and resources the team publishes regularly.
A great example beyond the tech, is we host a thought leader webinar series every Thursday. The thought leaders share best practices, tips, educational ideas, and resources that the broader market can use — all for free. Why do we do this? Because we believe in helping all nonprofits thrive.
FM: How do you see the technology evolving and specifically what do you forecast for the incorporation of AI into offerings across the board? We staged a conference in Toronto recently that looked at AI and philanthropy in Canada and how organizations were implementing this new consideration. What surprised me was the combination of the number of large organizations which had already incorporated AI in their service side, not necessarily their marketing or fundraising activities. Also it was apparent that many organizations had no deep knowledge of the potential in AI in software for fundraising, charity marketing and volunteerism. How do you see it?
Ann: Yeah, let’s break it down. First and foremost the role of AI, whether you’re a nonprofit, whether you’re in for-profit, whatever sector you’re in, whether you’re doing business or you’re delivering a service. AI is essential — no matter if you’re small or big or savvy or uncomfortable with technology, AI is going to be a factor you will need to consider. I personally use it, our team experiments with it, and thinking about what a marketer does or what a nonprofit fundraiser does — we build relationships; we all have to be effective communicators. Generative AI can help make all of it easier, faster, and even better.
Getting comfortable with AI is going to be crucial for fundraisers because they wear many hats, they’re overworked, and we see it in the news every day. They’re understaffed and the staffing shortage is not getting any better. So tools like Generative AI and the use of AI more broadly can help accelerate or help you accomplish more with the same team. Something that takes four hours to write, now only takes an hour. AI can be a real-time saver and game-changer for fundraisers. It can even be used to help build stronger connections. You can use it to personalize, or to adjust your messages, and other refinements to build stronger, more relevant connections. It’s powerful, it’s already making a difference, and everyone who can, should use it. Think of AI as an assistant and also nonprofit professionals just want to be really clear where and when it’s appropriate to use and where it isn’t. And always have a human check the AI’s work!
FM: There are many challenges and opportunities facing the sector when it comes to staffing and the power of technology to alleviate or mitigate the pitfall. A shortage of staff and people wearing multiple hats, these are some of what was of interest among the attendees of an AI Conference we put together here in Canada this year. They were only now just trying to figure out who in the organization should learn this, who should be on top of it
and who should be implementing it.
Ann: I hear that, you’re spot on Steve. Organizations need to think about the roles in the organization and the work that people are doing. It’s best to first identify a couple of cases or scenarios where Generative AI can help write an appeal, personalize a campaign, or craft a series of year-end fundraising emails. AI can also help fundraisers identify their next best donor or find potential major donors. But, they will need to make the time to think about the different ways they can use AI technology, define a use case around, start testing, and then refine. It’s an opportunity, too, to ask questions of the technology partners they have — what AI are they layering into their products and even ask them how they use AI in their business. You’ll get all kinds of ideas.
Another consideration with AI is that it changes quickly. I’ve seen what doesn’t work well today, might work really well in a few months. It’s always learning, so never write off anything completely, try it, and test it again in a few months.
FM: One of the surprising insights that came out of our conference was during the key presentation from an organization in Canada called Kids Help Phone. They’re a significant mental health service for young people and we
All Canadian nonprofits and charities with at least 10 employees are eligible to participate and the program is held annually to support a continuous improvement model for your organization.
“We highly recommend the NEOC program for the insights it can o er to nonprofits!”
CMHA York Region and South Simcoe
“This included an anonymous online employee survey done by NEOC, which gathered more and higher quality responses than the in-house surveys we did in the past.”
UNICEF Canada
“NEOC allows small organizations like ours to participate.”
Alberta Retired Teachers Association
Learn more about the Canadian Nonprofit Employer of Choice Award neoc.ca/overview
learned how AI was handling, or conducting a form of triage, on all of their incoming phone calls and texts. And there’s a lot of text because today’s youth communicate by text, not by phone particularly. All of those communications, all of the first calls that came into Kids Help Phone pass through an AI system and the AI system is able to determine how the organization should respond. What it meant for them was they discovered they could trust the technology. It meant they can free up staff who were the actual first responders, making their contact with callers more effective because they were dealing with true emergencies or difficult circumstances. Kids Help Phone has scaled up immensely with it.
Ann: Yes, the key is to get curious about the capabilities, and we will always need to be open to using new technologies. Make sure you’re empowering someone on your staff to take a deeper look at it, evaluate it, and come up with a few use cases...as you said, with Kids Help Phone, a use case that helps them triage needs and address true emergencies faster.
FM: I noticed that in the US you conduct nightly NCOA (National Change of Address) updates for your data files. Do you have that in Canada?
Ann: Yes, we do offer a similar service for Canadian data. It’s a separate service than the NCOA update. Regardless, having a good strategy and approach to keeping data clean and up-to-date data in their applications is essential.
shared customers and the success they experience. They’re raising more year-over-year and they’re beating the industry averages of their peers. While there are conversations about fundraising being harder these days, we see nonprofits customers outpace the sector. Nonprofits who use both Bloomerang and Qgiv, their recurring donations are 25 percent higher. We also see higher average one-time gifts, up to 50 percent, and the average recurring gift is 400 percent larger than the industry average.
The recurring donations are higher and they’re just raising more. Bringing Qgiv and Bloomerang together on a single giving platform will help us deliver our vision of helping nonprofits raise more from donors–whether it’s raising time, talent or treasure.
We still see… organizations who unfortunately miss the fundamentals when it comes to communication and personalization.
FM: Is there any other aspect of Bloomerang’s work in Canada that you wanted to address?
Ann: The AI implementation will be key for all of us now and moving forward. Put a team behind it or a couple of people thinking about it because the technology does wonders for a lean organization from a staff perspective and from a donor personalization perspective. We still see high numbers of organizations who unfortunately miss the fundamentals when it comes to communication and personalization. You’re going to increase the likelihood of getting a second gift by four times when you thank a donor within 48 hours. You don’t have to be too elaborate, so just start by looking at the simple things — the basics are so important. Make sure your organization is doing that well.
Outside of new tech like generative AI, when we acquired Qgiv, a leader in fundraising solutions, we got really excited about our
FM: Anything that helps Canadian nonprofits manage their donor experiences and produce more effective fundraising is a big plus. When you get beyond the largest organizations, too many have only one person (or someone doing several roles) in their team to manage that function.
Ann: We touched on volunteers at the start of our conversation and the combination of volunteer management plus donor management, plus fundraising is a crucial combination. Volunteers are among the most likely to become future donors; so it all needs to be connected in ways that are effective and not intrusive. We call them super supporters. People offering their talent, their time, and their donations, brought together in a single place to help a nonprofit. Our clients see the power of the relationships that they have and want to be able to tap into that time, talent, and treasure among volunteers and other supporters. It comes down to having the tech to help you put relationships at the heart of your fundraising.
FM: Definitely a strong message.
Ann: And what we see they end up raising so much more and build life-long relationships. The organizations benefit holistically.
FM: My own volunteering experience shows me how much we’re inclined to donate, and a simple question, request or story will prompt a donation.
Ann: It reminds us of two things: one, people stop giving because they weren’t reminded or asked again; and two, they
didn’t think the organization needed their donation. We want to make sure nonprofits invite their volunteers to support the organization financially when the time is right. This ask can come from an appeal and just sharing updates about the good work that is being done by the organization.
FM:Y ou must have experienced this yourself.
Ann: Right before I left to head up to Toronto for AFP ICON in April, I received a letter in the mail. I saw the envelope and thought “I bet there’s an ask for a donation.” It was an organization that I donated to at the end of last year, so I opened it just to confirm my suspicion. I was pleasantly surprised because it was just an update on their work. It wasn’t an ask, there was no appeal. It said they wanted to keep me informed of the impact of my donation and shared news about their next major project. This type of establishment of trust in a relationship can be a powerful step toward securing future donations from donors. Nonprofits can’t forget about the impact of timely ‘thank yous’. Communications surrounding the work that you’re doing, the projects that are next, and where you need help in the future. It’s about cultivating the relationship and investing in communications. As I shared earlier, this was an example of
an organization doing a really nice job of making sure the basics are covered.
FM: Building expectations. If every time you get a piece of communication from an organization, they’re asking you for money, you might be a bit less inclined to open it right away, if at all each time. But if you know they’re also just as likely to be communicating information or saying ‘thank you,’ you’re more likely to open it. That’s the traditional strategy of direct mail. The number one challenge was, and is, to get people to open that envelope and not throw it out. That’s still true of email, and digital.
Ann: You’re absolutely correct. We’re excited to continue to share these learnings as well as bring you updates on all of our new product developments coming later this year. We’re excited to continue to serve nonprofits based in Canada and are proud to say we also have a fantastic team based in Canada.
FM: We hope all goes well and that we can help where needed. I appreciate your time today.
Ann: Of course, my pleasure.
TELUS Community Boards Reach Milestone of $100 million in Donations to Canadian Charities
STAFF
TELUS and the TELUS Friendly Future Foundation have supported more than 9,000 charitable programs through its Community Boards, granting over $6 million annually.
Now, the TELUS’ Community Board program has reached $100 million in donations to local charities across the country.
Funded by the TELUS Friendly Future Foundation®, TELUS’ Canadian Community Boards are composed of local business and community leaders and are empowered to make decisions about where charitable grants are best allocated based on need and maximum impact. As youth-serving organizations struggle
to keep up with the demand for their services, and with the number of Canadians making charitable donations on the decline for the eleventh consecutive year, TELUS Community Board grants have remained an important source of funding for grassroots charities nationwide for over two decades. Each year, over $6 million in grants, made possible by TELUS Friendly Future Foundation, are contributed to support grassroots community-based health and education programs that help Canadian youth and their families thrive.
“With a legacy of giving back that spans over two decades, reaching this $100 million milestone is a true testament to our
Jill Schnarr, Chief Social Innovation Communications and Brand Officer, TELUS shares how TELUS Friendly Future Foundation is helping create a meaningful difference for youth.
long standing commitment to creating a friendlier future for Canadians in need,” said Jill Schnarr, Chief Social Innovation, Communications & Brand Officer, TELUS. “Since 2005, our Community Boards have been driving positive change, and social impact, together with our charitable partners across the country, supporting everything from volunteer-based mentorship programs, enabling access to mental health services, to the development of safe and healthy community spaces for youth experiencing homelessness. This milestone is not just a celebration of our past efforts but a commitment to continue investing in the health and well-being of our communities and youth across the country.”
With 13 Community Boards across Canada, TELUS is continuing to expand into new communities, providing even more youth with new opportunities that help facilitate life-changing connections, nurture a sense of belonging, and empower them to thrive. Over the past two years alone, TELUS has expanded the geographical area of eight of its Community Boards including, Interior and Northern B.C., Vancouver and Coastal, Manitoba and Saskatchewan, Edmonton and Northern Alberta, Calgary and Southern Alberta, Ottawa and Eastern Ontario, Barrie and Central Ontario, and Greater Toronto and Hamilton Area.
“As a longstanding partner for the past 13 years, we couldn’t be happier for TELUS reaching this significant milestone. It’s a testament to the incredible work their Community Boards do in communities across Canada.” said Jennifer Appleby, Executive Director, Best Buddies. “The support we’ve received over the years from TELUS has had such a long-lasting positive impact, including supporting our Friendship program and our Intellectual and Developmental Disabilities (IDD) Mental Health Virtual Network. We look forward to celebrating their next milestone, as well as continuing our partnership for years to come.”
To apply for a TELUS Community Board grant, organizations must be a Canadian registered charity and meet the eligibility funding criteria requirements,
including support for youth, up to age 29, experiencing health or education barriers that inhibit their ability to reach their full potential. With the next round of funding opening on August 27 and closing October 8, local charities are
encouraged to visit friendlyfuture.com/ communityboards to learn more and submit an application.
Individuals and organizations across Canada are invited to partner with TELUS and TELUS Friendly Future Foundation in support of grassroots charities nationwide and our efforts to help address the ongoing and urgent needs facing underserved youth. Visit friendlyfuture.com/donate to give.
TELUS is a dynamic, world-leading communications technology company with more than $20 billion in annual revenue and over 19 million customer connections spanning wireless, data, IP, voice, television, entertainment, video, and security.
Driven by our determination and vision to connect all citizens for good, our deeply meaningful and enduring philosophy to give where we live has inspired TELUS and our team to contribute $1.7 billion, including 2.2 million days of service since 2000. This unprecedented generosity and unparalleled volunteerism have made TELUS the most giving company in the world. Together, let’s make the future friendly.
O ering professional prospect research, training, and fundraising strategy. Editor and contributor to “Prospect Research in Canada”, Canada’s first book on prospect research.
TELUS Student Bursary Recipient, Clementine Jarrett, shares her inspiring story during the “Together for Tomorrow: A Friendly Future Gala by TELUS”.
PHOTO COURTESY OF GEORGE PIMENTEL PHOTOGRAPHY (CNW GROUP/TELUS FRIENDLY FUTURE FOUNDATION)
Top 10 Websites to Get Free Stock Images for Nonprofits
BY COLIN HUNTER
Finding the right images can make all the difference for your nonprofit’s website, flyers, or social media. However, budget constraints often limit the ability to buy high-quality pictures. Luckily, there are plenty of websites that offer free stock images, which are perfect for nonprofits.
These resources can help you convey your message effectively without breaking the bank. In this blog, we’ll explore the top 10 websites where you can find free stock images that are ideal for nonprofit use.
1 Unsplash
Unsplash is a top choice for nonprofits looking for high-quality, free stock images. The first website on our list is packed with over 5 million high-quality photos you can download and use without paying a dime. The images on Unsplash come from photographers around the world, which means you have access to a diverse range of photos covering virtually any topic you might need.
Why Is Unsplash Good for Nonprofits?
Unsplash is especially beneficial for nonprofits because it allows you to use the images for free, even for commercial purposes. You can use their photos in newsletters, fundraising campaigns, or websites without worrying about copyright issues or fees.
It is particularly helpful for nonprofits operating with tight budgets who still want to maintain a professional appearance in their materials.
Types of images you can find:
Nature and wildlife
Cityscapes and urban scenes
❯ People in various settings
❯ Office and technology-related images
❯ Events and gatherings
Expert Tip:
When using images from Unsplash, it’s a good practice to give credit to the photographer. It’s not required, but it’s a nice way to acknowledge the photographer’s work and contribution. Plus, it adds a touch of professionalism and authenticity to your publications. You can simply include a credit line like “Photo by [Photographer’s Name] on Unsplash,” either directly beneath the image or at the end of your document.
Pexels
Pexels is another excellent website where nonprofits can find high-quality, free stock images.
This platform offers a wide array of photos that are completely free to download and use for any purpose, including commercial. The ease of access and the broad selection of images make Pexels particularly appealing to nonprofit organizations.
Why Is Pexels Good for Nonprofits?
One of the main advantages of using Pexels for nonprofits is its simple licensing. All photos on Pexels are under a Creative Commons Zero (CC0) license, which means you can use them without asking for permission or giving credit to the artist.
It is ideal for nonprofits that need to create professionallooking content quickly without complicated copyright restrictions.
Types of images you can find:
❯ Artistic shots and abstract images
❯ Professional portraits and people in action
❯ Scenic landscapes and detailed close-ups
❯ Architectural photos and interior designs
❯ Everyday objects and thematic collections
Expert Tip:
To make the most out of Pexels, use its advanced search filters to narrow down your search. You can filter images by color, orientation, size, and more, which helps you find the perfect image that fits your nonprofit’s style and needs quickly. Also, consider following your favorite photographers on the platform to access their new uploads easily.
Pixabay is at number three on our list with fantastic resources for nonprofits. It has an impressive collection of over 2.7 million free stock photos, videos, and music tracks.
The wide-ranging library allows nonprofits to access many high-quality materials at no cost.
Why Is Pixabay Good for Nonprofits?
With such a vast number of options, Pixabay provides a onestop shop for all types of visual and audio content.
Accessibility is important for nonprofits that need a variety of media for their campaigns, websites, and promotional materials without the burden of licensing fees or copyright restrictions.
Types of images and other media you can find:
❯ A wide range of photos from global contributors
❯ Creative and professional videos perfect for multimedia projects
❯ A selection of music tracks for videos or presentations
❯ Illustrations and vectors that are great for custom graphics
❯ Unique and thematic content that matches seasonal or event-based needs
Expert Tip:
To maximize your use of Pixabay, use its advanced search functions, which allow you to filter content not only by media type but also by orientation, size, and color.
Also, exploring new additions regularly can keep your content fresh and visually appealing.
Remember, while attribution is not required, crediting creators when possible can create goodwill and encourage photographers and artists to continue sharing their work freely.
StockSnap.io
StockSnap.io offers a wide variety of high-resolution photos that are completely free to download and use. The images available on StockSnap.io cover a broad range of subjects, ensuring that most nonprofits will find suitable visuals for their needs.
Why Is StockSnap.io Good for Nonprofits?
Just like Pexels, all images on the site are released under Creative Commons - CC0 and do not require attribution. Nonprofits can use the images without worrying about legal complications or additional expenses.
Types of images you can find:
❯ Dynamic images of people and daily activities
❯ Scenic landscapes and urban backgrounds
❯ Business and technology-themed photos
❯ Artistic and creative compositions
❯ Seasonal and event-focused pictures
Expert Tip:
Make the most of StockSnap.io’s powerful search engine and sorting features. You can search for images by date added, number of views or downloads, and even by specific keywords. Also, check back frequently as new images are added daily, keeping the selection fresh and up-to-date. These features will help you find images that match perfectly with your nonprofit’s messaging and aesthetic.
At number five, we have Burst. Developed by Shopify, this platform is designed to provide entrepreneurs and organizations with high-quality photos that can be used for various purposes, including commercial use, without any fees.
Why Is Burst Good for Nonprofits?
Burst offers a unique advantage because many of its images are specifically for business use, which makes them ideal for marketing and promotional activities.
The images are free to download and use, even if you’re not using Shopify’s platform. Burst is highly beneficial for nonprofits looking for professional-grade photos to improve their communication efforts.
Types of images you can find:
❯ Business and commerce-related shots
❯ Modern and trendy lifestyle images
❯ Themed photo collections for events and seasons
❯ High-resolution product photographs
❯ Authentic and natural-looking portraits
Expert Tip:
When using Burst, take full advantage of its collections feature. These are sets of photos that follow a specific theme or concept. You can easily find images that are cohesive for campaign materials or social media.
To make the most out of Burst, consider subscribing to their newsletter. It will keep you updated on new additions to their photo library.
Gratisography 5 Brust by Shopify
Gratisography is the perfect choice for nonprofits seeking free stock images that add a unique twist to their visual content.
Known for its whimsical, high-resolution photos, Gratisography offers an alternative to typical stock imagery. It especially appeals to nonprofits aiming to make a strong, creative statement.
Try BetterWorld’s robust suite of charity & nonprofit fundraising tools for FREE! Select and customize the fundraising method best suited for your organization BetterWorld seamlessly integrates with both online and in-person auctions. Impress donors with creative raffle items and elegant online raffles. Create attractive donation pages that maximize donor impact and boost online giving. Boost Your Fundraising Now!
Why Is Gratisography Good for Nonprofits?
The site features various categories, including animals, business, nature, people, and urban scenes, all captured in a distinctive,
often quirky style. Gratisography is ideal for nonprofits looking to engage their audience in a memorable way.
Additionally, all images are covered by the Peace of Mind License, which means they are free from copyright restrictions. While no attribution is required, giving credit to the photographer is appreciated.
Types of images you can find:
❯ Whimsical and quirky animal photos
❯ Creative business-themed shots
❯ Unique depictions of nature
❯ Distinctive portraits and people images
❯ Unconventional urban scenes
Expert Tip:
When using images from Gratisography for your nonprofit, think about how the unique style of the photos can impact your audience. Their distinctiveness can be very effective for campaigns that aim to stand out visually.
Make regular visits to the site a habit. It will help you stay updated with new additions.
FreeImages
FreeImages is a valuable resource for nonprofits that need a wide array of stock photos without any cost. This website offers thousands of images that can be used freely to improve various projects, from marketing materials to websites.
Why Is FreeImages Good for Nonprofits?
The extensive selection of photos available on FreeImages makes it easy for nonprofits to find exactly what they need without spending extra funds.
The site covers various subjects and styles, ideal for organizations requiring diverse visual content. Additionally, the images on FreeImages are available under terms that allow them to be used freely for both personal and commercial purposes.
Types of images you can find:
❯ A wide variety of landscapes and nature scenes
❯ Detailed and specific business-related images
❯ Cultural and global pictures reflecting different regions and traditions
❯ Everyday objects and lifestyle images
❯ Specialized categories like textures and patterns
Expert Tip:
To get the most out of FreeImages, using the site’s advanced search features is helpful, allowing you to filter results by keyword, image type, orientation, and category.
Also, make sure to review the specific usage terms for each image, as they can vary — this helps ensure that your use of the images complies with the site’s licensing requirements.
Flickr is an excellent resource for nonprofits because of its vast library of photos.
It hosts an extensive collection that is larger than many other free image sites. Here, you are more likely to find images that perfectly match the needs of nonprofit projects.
Why Is Flickr Good for Nonprofits?
Flickr allows users to explore a wide range of Creative Commons-licensed content, including images that can be used for commercial purposes without requiring payment or special permissions.
It is incredibly accessible for nonprofits that need to use images legally without the financial burden. Additionally, Flickr supports a community of photographers and visual artists. It also offers a dynamic platform where nonprofits can engage with creators for custom projects or collaborations. Types of images you can find:
❯ Vast landscapes and detailed cityscapes
❯ Diverse representations of people and cultures
❯ Unique and creative artistic shots
❯ Dynamic wildlife and nature photography
❯ Specialized and thematic collections
Expert Tip:
Using the advanced search function to filter images based on licensing terms that suit your nonprofit’s needs is important. Make sure that the images you select are not only visually appealing but also compliant with your usage requirements.
Engaging with the community by following favorite photographers and participating in groups can also improve your access to unique and high-quality images.
If you are looking for high-quality stock photos, visit Reshot. These images, which are not commonly found on other stock photo websites, enable nonprofits to create more engaging and unique content.
All photos on Reshot are free to use both commercially and editorially without needing attribution, which simplifies the process for nonprofits.
Why Is Reshot Good for Nonprofits?
The platform focuses on offering distinctive visuals that can significantly increase the impact of nonprofit communications.
By providing images that go beyond the usual stock photo fare, Reshot helps nonprofits tell their stories in a more compelling
and visually appealing manner.
Types of images you can find:
❯ Striking landscapes that capture the beauty of nature
❯ Candid portraits that convey genuine human emotions
❯ Scenes of daily life, perfect for realistic storytelling
❯ Meticulously curated collections to ensure high visual quality
Expert Tip:
To make the most out of Reshot, consider exploring their themed collections, which can provide comprehensive visual resources for specific projects or campaigns.
These collections are great for finding images that align with particular themes or events, making it easier to maintain a consistent aesthetic across your communications.
Last on our list is Kaboompics. It is a perfect website for aesthetic quality and digital marketing usability.
The site offers hundreds of high-quality photos with a focus on visual storytelling and artistic integrity. Nonprofits can explore various categories like lifestyle, nature, business, and technology.
Why Is Kaboompics Good for Nonprofits?
Kaboompics distinguishes itself with its unique approach to stock photography by providing entire photoshoots rather than individual images.
Additionally, the images on Kaboompics are free to use, as they are personally photographed and released by the site’s owner.
Types of images you can find:
❯ Elegant lifestyle setups
❯ Beautiful natural landscapes
❯ Professional business environments
❯ Cutting-edge technology scenes
Expert Tip:
Use the site’s extensive categories to match images perfectly with your project’s theme.
Since the platform offers entire photoshoots, consider using a series of images that tell a story for your campaigns or social media to create a more impactful and visually coherent presentation.
COLIN HUNTER is the cofounder of BetterWorld, where he leads initiatives to expand reach and impact. Previously, he cofounded and served as CEO of luxury custom menswear brand Alton Lane. Colin’s experience as a consultant with Bain & Company, working with Global 1000 companies, shaped his approach to leadership and growth. He holds a BA from the University of Virginia and studied in Oxford, England.
Bringing Together Nonprofits, Charities and Businesses to Empower and Educate
BY MICHAEL BROOKE
It’s remarkable how our experiences in volunteering can have such a profound impact on our lives. Several years ago, I volunteered at Evergreen Hospice in Thornhill, Ontario. But the experience was more than just rewarding; it gave me great insights into how to help my father deal with his end-of-life issues.
Ten years ago, he was trying to manage cancer. Unfortunately, he also wound up falling down the stairs at his home. After a very challenging month in hospital that also included a fall from his bed, he was taken to a local hospice. My father died peacefully, without any suffering, four days later, surrounded by friends and family.
Had it not been for the time volunteering at the hospice, I don’t think my father would have had the same experience. In 2014, hospice wasn’t on people’s radar as it is now. I recall some of my father’s visitors, upon entering the hospice, wondering aloud what they were visiting.
After working in the publishing industry for over two decades, I sold my business and worked at a funeral home. Again, I credit the time spent volunteering at the hospice that helped move me in this direction. Many people felt it was an odd job choice, but I saw it as an opportunity to support people during their most difficult times. As a funeral director’s assistant, I attended well over 750 funerals and met with hundreds of families in their homes, hospitals, retirement homes and hospices.
When surrounded by death, you get a profound appreciation for life.
While working at a funeral home, I felt my creative spark reignite, leading me to write a book. From here, I decided to launch a business that captures people’s stories in a magazine. I called it Time For My Story, and it has led to the creation of a new initiative called The Legacy Expo.
I fully acknowledge that death is one of those topics that most people have a hard time discussing. My initial goal for the event was to demystify and destigmatize the subject of death. I wanted to help transform the way people view death and legacy planning. I knew that fostering open discussions in a low-key, grassroots environment would make things much more accessible for people.
Another one of my goals was to educate and empower attendees when it came to making difficult decisions. For example, dealing with finances and logistics when someone has just died can be a harrowing and emotionally taxing experience for many people. I view it as knowledge is power. By giving people critical information now, they can make better decisions regarding end-of-life care and dealing with funerals and wills.
As a result of my work in publishing, I knew the power of
community and was determined to help create a supportive environment for attendees and exhibitors. It was crucial that people would be able to share their journeys, learn from each other, and find solace in a collective experience.
I am pleased to tell you that the first Expo brought together 17 exhibitors in May of this year. It did indeed foster a positive and supportive environment. Most importantly, we had a wide range of businesses and nonprofits exhibiting. This included local funeral homes, grief counsellors, planners, insurance companies, and two technology companies. On the nonprofit side, we had a variety of exhibitors, including Canadian Blood Services, Hospice Toronto, and the Bereavement Ontario Network.
The combination of for-profit and nonprofit created a dynamic environment that benefited everyone in attendance. We had about 150 people attend the Expo, and they found it very informative, just as I had hoped. There was also a great deal of interaction between the exhibitors. It has now led to working relationships and strengthening the overall sense of community within the deathcare field.
Building on the foundation of the first Expo, I have set my sights on creating something a little larger. This September 28 at Thornhill United Church, we are showcasing 40 exhibitors from various companies and nonprofits.
The opportunities for connecting are that much stronger. I made a conscientious decision to have exhibitors join us at 9:30 to set up their tables but only open the doors to the public at 11:00 AM. This will give people time to meet and get to know each other.
Because the subjects of death and grief are complex for many to discuss, I have also decided to focus on the importance of hosting a face-to-face gathering only. While some video footage of the first Expo can be seen on YouTube, I have decided not to livestream this event. I also decided to make the event free of charge so that it can be accessible to all.
As the Baby Boomers in North America age, discussions around end-of-life will become more frequent. My vision is that The Legacy Expo inspires others in cities around Canada to start their expos to further the conversation.
Creating impactful events that are community-driven with the support of local businesses and nonprofits, The Legacy Expo opens both hearts and minds. For more information, please visit www.thelegacyexpo.com
MICHAEL BROOKE is a celebrated Canadian best-selling author and a veteran in the publishing realm, with more than twenty-five years weaving tales and capturing life’s rich tapestry through words and images. His years volunteering at retirement homes and hospices had already ignited a deep fascination with the narratives of lives well-lived.
Historic Plaques Which Honour Philanthropy
The Celtic Cross
The Celtic Cross is the logo of Irish Heritage Quebec. In this instance, the Celtic Cross stands in Artillery Park on McMahon Street in Quebec City. The Cross is a gift to the people of Quebec in memory of their generosity and compassion during the period of the Great Migration of the 19th century. The Cross was donated to Irish Heritage Quebec by Irish philanthropist James Callery, founder of the Strokestown Park and National Famine Museum in County Roscommon, Ireland. A recognized sign of Irish identity, the Celtic Cross stands near what was the site of the first Irish parish in Canada. The monument is part of a larger plan to recognize and develop Irish heritage in Quebec. The project was initiated by Irish Heritage Quebec, the Commission de la Capitale nationale du Quebec, the City of Quebec and Parks Canada.
Irish Heritage Quebec was founded in 1973 by Marianna O’Gallagher and several members of the Irish community of Quebec City. The organization was incorporated on August 13, 1990 under the provisions of the Canada Corporations Act. It was continued under the Canada Not-for-profit Corporations Act on August 15, 2012. It was registered as a charity in November 1998.
O’Gallagher was the founder of Irish Heritage Quebec and was the heart and soul of the organization since its inception in 1973 and remained so until her passing. She came from a family that arrived in Canada in 1851, in the wake of the artificial famine. They consistently treasured their Irish ethnicity. Her grandfather Jerimiah, her father Dermot and Marianna herself were all committed to the commemoration of the Irish emigration/immigration experience. The three of them in succession were central in commemorating the tragedy of Grosse Isle. They insisted that the degradation to which their people had been reduced was not of the Irish people’s doing. The lives of Jerimiah, Dermot and Marianna, their extended families and their success in their chosen fields are all witness to that.
Today, the objects of the corporation are to encourage and aid genealogical studies of Quebec Irish families, to preserve information, artifacts and documents belonging to the Irish Community of Quebec, to promote the research into the history of the Irish of Quebec, to encourage the study of Irish arts and authors, and to promote the activities of groups pursuing such objectives, and to promote the publication and sale of books and articles pertaining to Irish history, arts and culture.
In 2006 the Society facilitated the return of the bells of the old St. Patrick’s Church on McMahon Street to the belfry of the Hôtel-Dieu Research Centre, among other major projects.
Five Lives: What We Do
1
Each issue Foundation Magazine provides a mini-profile of five people whose work and commitment make Canada a more liveable country. We thank them for their service.
Rosalind Lockyer is the Founder and CEO of the Paro Centre for Women’s Enterprise in Windsor, Ontario. With twenty years of working as a teacher, entrepreneur, and community developer, Rosalind became blatantly aware of the many systemic issues that kept women from achieving their life goals. In 1995, she founded PARO Centre for Women’s Enterprise, channelling this experience, her passion, and her determination to continue to work for positive change locally, provincially, nationally and internationally. Today, PARO is recognized as the “largest peer lending network in North America’ supporting its unique form of women-centred Community Economic Development with 150+ PARO Circles located across Ontario. In 2005, Northern Ontario Business awarded her the prestigious Influential Women of Northern Ontario Award-Public Sector recognizing her leadership in building PARO Centre for Women’s Enterprise into the dynamic organization that it is today, serving women entrepreneurs living in rural, urban and remote communities of Ontario. Rosalind Lockyer has dedicated her lifetime toward supporting gender equality and building sustainable livelihoods for thousands of women “who need it the most”. She is also cofounder of the national group, the Women’s Economic Council (WEC) is supporting women who are disadvantaged by the intersectionality of poverty, race, sexism, ageism, and disability.
2
Reverend Mike Morency is the Executive Director of Matthew House Refuge Welcome Centre in Windsor, Ontario. He is also head of the Synergistic Solutions Group, which he has owned and run for almost 18 years. As a speaker, consultant, non-profit strategist and community builder he is passionate about making a positive and lasting impact upon our community. Matthew House Refugee Welcome Centre Windsor helps refugees integrate through housing and basic needs, including Emergency and Transitional Shelter, assistance in securing permanent housing, assistance to ensure all individuals have their basic needs met and provides referrals for accessing furniture, clothing and household items. Since opening our doors in 2003, Matthew House Refugee Centre in Windsor has welcomed 639 refugee claimants from all around the world. Each of our new friends has made a unique journey and has a powerful story to share.
3
No task is too large or too small for Windsor’s John Martel. That is why he is one of 14 people and two organizations which received this year’s June Callwood Outstanding Achievement Award for Voluntarism. Martel was honoured for his volunteer work at the Hospice of Windsor and Essex County. He’s a member of its board of directors but has also been working behind the scenes there for 25 years. “John has been a constant at our hospice,” said Katharen Bortolin, the organization’s executive director. “His selflessness, leadership, and tireless commitment to our community embodies the spirit of this prestigious award — we are so grateful for his unwavering dedication and support over so many years.” Martel assumed fiduciary responsibilities serving on the board. Never working directly with individuals in end-of-life care, he said it’s important to help in any way he can. Volunteers are truly the heart of the hospice, with more than 500 active volunteers at the Hospice in a variety of volunteer opportunities in areas such as patient care, special events, transportation drivers, or administrative support.
4 5
Cathy Mombourquette is the Manager, Communications & Fundraising Development at The John McGivney Children’s Centre in Windsor, Ontario. The organization enriches and celebrates the lives of children and youth with disabilities to help abilities grow by providing child-focused, family-centred care. As a provider of innovative services to children with disabilities, they are a centre of hope, support and inspiration, working together toward a future of empowerment, participation, and opportunity. Mombourquette is praised as a highly collaborative leader with a successful track record and over 30 years’ experience in management roles in marketing communications, fundraising, business development, consulting and operations from small to multi-million-dollar organizations in the private, public and selfemployment sectors. She also has a rich and long history of volunteerism.
Kirill Samokhin is the Director of Finance of Community Living Windsor. He has advanced his career in the non-profit sector by continuously learning from mentors and other successful team members that surround him. He has worked to transforming the finance department and make the organizing efficient, creating an atmosphere where his team enjoys coming into work everyday. Community Living Windsor is dedicated to supporting people who have an intellectual disability and their families as they pursue possibilities, make choices and achieve the life they want. They seek to make the community a place where everyone belongs and has support to achieve a better life. As a not-for-profit charitable organization founded in 1952 by families, Community Living Windsor is guided and committed to its core values: commitment to people and their families, possibilities, community and lifelong learning.
One can never have too many sticky notes
Newly revised ird Edition now shipping!
organizational culture, and the benefits of giving for donors.
Ken Burnett’s reworking of his timeless classic is finally available to a new generation of fundraisers who recogize the power of relationships in a donor-based approach to the business of raising money.
In his ird Edition of Relationship Fundraising, Ken has extensively revised all 14 chapters of his original text in order to accurately reflect the latest trends and challenges in the fundraising sector.
Even better, there are 15 new appendices addressing critical topics such as the donor experience,
Never has there been more essential reading is edition is a must-have for all fundraisers: whether you already own a treasured copy of the first or second editions, or whether you have yet to encounter this fundraising classic, this is THE fundraising book of 2024.
New to the ird Edition, you will want to know what Ken means by ‘the support experience’. Read how he expands upon the way in which donors should choose what they receive; as well as the importance
of investing in fundraising; and the significant emotional benefits of giving. Order your copy today and get ready with those sticky notes.
564 pages | 8x10 | full-colour
“If you haven’t read the original, you must read this.You just must! No other book on fundraising comes close to Ken Burnett’s latest.” – Giles Pegram, CBE
