admin, Author at 91��Ƶ Nonprofit Network

Shared leadership to centre teamwork and community

admin — Tue, 31 Mar 2026 19:40:58 +0000

By Peter Hominuk and Sarinah Asselas, Co-Executive Directors at L’Assemblée de la Francophonie de l’91��Ƶ. A French version of this blog is available here.

As the nonprofit sector endures ongoing changes in their environment, we’re being called on to work in new ways. Reimagining Leadership is a project exploring what the future possibilities are for leadership in the nonprofit sector by engaging with those who are approaching it in bold, and diverse ways.

91��Ƶ is a rich tapestry of faces and languages that come from around the world. One of the oldest tongues spoken here is French – (��’A��) represents this minority population. Founded in 1910, we advocate for Franco-Ontarian rights through programming, funding distribution, and lobbying for both the community and over 150 OSBLs (Organisme Sans But Lucratif, the French equivalent of non-profit organizations).

Being an organization with over a century of history means that some things work extremely well and others need to adapt to modern times, such as taking a co-leadership approach for the first time.

Centring the Franco-Ontarian community

Understanding the values of ��’A��’s community was key to experimenting and creating buy-in for alternative leadership styles. Because we earned their trust, we were given the opportunity to try things out, eventually landing on the co-leadership model. This leadership style was a pleasant surprise for us; we didn’t know if it would work at first.

As Co-EDs, we balance each other out, a contrast of institutional and systems knowledge with operations, communications, and crisis management. These complementary skillsets help us to support the Franco-Ontarian community more effectively, while also co-managing a team that spans across the province. This lightens the load that each one of us would have had to carry solo, while also giving us more time to be attentive to individual staff needs.

The ideology of co-leadership extends beyond just us as Co-EDs. We are continually building trust in our team’s abilities by investing in team-building exercises and training. This gives everyone the skills to be coordinated in their efforts, as was the case during the onset of COVID-19 when it only took one day to get the organization back to full operation. Team-building also helps us to come together for initiatives across the province, like when we piled into a bus and hit the road for the Franco-Ontarian flag’s 50th anniversary. This is important because we work in a hybrid way, between our office in Ottawa and remotely from all over 91��Ƶ. Even during events and retreats, teams feel unified as if they were working side by side on a daily basis.

As much as we believe in the power of collaboration within the organization, we also believe that connecting with outside partners is a powerful asset for the success of an organization. There is a tendency for Francophones to isolate ourselves within a Francophone bubble. To change this trend and create a supportive network, we are actively collaborating with partners, such as ONN, , and various francophone and francophile organizations across Canada.

Co-leadership into the future

The weight of an Executive Director is a heavy burden for a single person to carry and can lead to burnout and risk aversion. And without risk, innovation can be rare.

Creating a support system through co-leadership that reinforces the community and organization establishes a safety net — it provides a runway to experiment and manage surprises along the way. And helps us focus on the next big priority for ��’A��: , which seeks to support the modern needs of the Francophone population.

L’Assemblée de la Francophonie de l’91��Ƶ will continue to be a unified voice for Franco-Ontarians for another century. And as more French-speakers are attracted to the promise of 91��Ƶ, we will be there to support them personally, professionally, and socially.

Related resources:

Leadership transition pocket guide
Leadership stories by:

A Two-Row Wampum Treaty approach to leadership

admin — Tue, 31 Mar 2026 19:00:18 +0000

By Ellen Kanikatsitsa Blais and Juana Berinstein, Co-Chief Executive Officers at Association of 91��Ƶ Midwives

represents midwives across the province. As Co-Chief Executive Officers, we are upholding this legacy while redefining the way the organization approaches leadership to better reach communities and in parallel, engage in Indigenous governance processes with the direction of Indigenous communities.

Through this lens, it was contingent on us to take a Two-Row Wampum approach. The Two-Row Wampum, also known as the , is a living treaty that informs how Indigenous and non-Indigenous peoples engage in relations, committing to move together in peace, friendship and respect. In this way, we’re focused on building a leadership model where non-Indigenous and Indigenous perspectives work together to confront the challenges that communities, health care, midwifery, families, and birthing people face. Both Indigenous and non-Indigenous people are responsible for upholding this treaty in relationship with each other.

The Guswendah Treaty as a leadership model

As Co-CEOs, we bring two perspectives to the AOM that represent the original people of these lands, with the oppression and reality of 91��Ƶ as a colonial state.��Prior to applying for the Co-CEO position, we spent a weekend at Wasauksing First Nation at Ellen’s home to ground ourselves and see if this was right for ourselves and the organization.

There we saw lots of examples in the ecosystem, the environment, the waters, the sky and the land around us, working in collaboration. This is what ultimately led us to reinforcing our understanding that our collective experiences would serve the birthing communities with honour and dignity.

We have established our co leadership through the spirit of the Guswentha treaty. We have been establishing this commitment since 2014, and now have an Indigenous Midwifery team of 12, who are accountable to Indigenous Midwives in 91��Ƶ through the Indigenous Midwifery Advisory Circle who have mandated Indigenous senior representation with two board members.

Indigenous sovereignty in midwifery

Changing a system to prioritize Indigenous governance is not easy. The status quo is a colonial approach where everyone wants to be able to look at mostly pre-determined rules to direct every action we take. But we’re a living and breathing organization that must adapt with time. A promise like the Two-Row Wampum is foundational to our organization, and adaptable to our operations and governance. We are living representations of the Wampum; we embody it day-by-day through consistent conversation and open dialogue.

There are moments where it does take more time to come to final decisions. But really, what are we comparing this to? The results speak for itself and we’re seeing better decision making because of this.

Association of 91��Ƶ Midwives: Birthing rights is a human right

We encourage organizations to take an approach that centres the voices of First Nations, Inuit and Metis people�� and not only brings voices to the table, but provides governance that shares power and decision making equitably. The land in which we live, situate ourselves and operate on is First Nations — and right relations with First Nations is key to the longevity of community serving organizations. The Two-Row Wampum approach takes courage for non- Indigenous people to embrace in their everyday lived experiences, as it is a relationship agreement that ultimately shares power and invites many voices into shaping the path forward alongside First Nations people.��

Ellen’s Oneida spirit name is “Kanikatsitsa”, which means “Little Flower”. Ellen shares that this name, given to her by Ray John, Elder now existing in the spirit world, from the Oneida Nation of the Thames is a deeply meaningful name that she attends to every day, learning how to apply it to her life experience, including thinking about how she can bloom new life into the nonprofit sector.

We use the word Indigenous here as well as First Nations, Inuit and Metis, as we recognize language is always in transformation, and that most recently, Indigenous has been thought to be too broad, allowing those who are not First Nations, Inuit or Metis to use the term to their own benefit.

Related resources:

Leadership transition pocket guide
Leadership stories by:

Why��one Toronto��nonprofit��chose a pension for its people

admin — Tue, 24 Mar 2026 19:26:03 +0000

This blog was contributed by OPTrust as part of an ongoing partnership with ONN.

Ontarians��are struggling to save for retirement – and��combined with a��broader affordability
crisis, these pressures are hitting the nonprofit sector especially hard.��Tighter budgets and fewer
resources mean retirement security often gets pushed to the back burner.��
��
The numbers tell a sobering story. According to the National Institute on Ageing, only 29% of
Canadians say they can afford to retire when they want to – down from 35% just three years
ago. For nonprofit workers, the reality is even more challenging.��
��
This is where comes in.��
��
OPTrust Select is a defined benefit pension plan designed with nonprofits in mind –
professionally managed, affordable,��and recommended by ONN. It gives organizations��the ability to offer their staff something that��seemed��out of reach��to many: a high quality��defined��benefit��pension.��
��
One organization that has already seen the impact of offering��OPTrust��Select to their staff��is the��, which joined��in 2022.

Supporting frontline work in Toronto

WomanACT is a collaborative organization working to improve systems that respond to violence
against women in Toronto. Through research, coordination, and partnerships across sectors��–��including shelters, legal services, health care, and community organizations��–��WomanACT��helps strengthen the city’s response to gender-based violence.��
��
Like many nonprofits,��WomanACT��competes for talented staff in a sector where compensation
can be limited. Leadership began exploring ways to strengthen their employee value proposition
while continuing to��operate��responsibly within their budget.��
��
Their motivation was straightforward.

“We wanted to ensure that our organization was competitive with what other organizations are offering.”

Offering strong benefits is especially important in the nonprofit sector, where employees are
deeply committed to their work but often face��less competitive��salaries than their for-profit counterparts. For��WomanACT, a pension was about more than just compensation��–��it was also about organizational values.

“It matters for nonprofits because it signals stability, fairness and long-term commitment��–��and that’s important in a sector where salaries are often lower than for-profit counterparts.”

Finding a pension that works for nonprofits

When evaluating pension options, the WomanACT team focused on a few key considerations:
affordability, administrative simplicity, and meaningful support for staff.

For many smaller organizations, pensions can seem complex or expensive to manage. OPTrust Select was designed to address these concerns by offering a shared plan structure that minimizes administrative burden for participating employers.��
��
Ultimately, the��organization chose OPTrust Select because it aligned well with their needs and capacity.

A tool for hiring – and retaining – talent

Since joining the plan,��WomanACT��has already seen benefits when it comes to recruiting and keeping staff.��
��
“It’s��made hiring a bit easier because candidates really notice when a nonprofit offers a pension. And for our current staff,��it’s��given people more long-term security, which��definitely supports��retention.”��
��
In a competitive labour market��–��particularly in specialized nonprofit roles��–��benefits like
pensions can make a meaningful difference in how organizations attract and��retain��employees.��
��
Staff feedback has also been positive. According to the organization, employees appreciate
knowing their employer is investing in their future.��
��
“Staff have been very appreciative and have a sense that the organization is investing in their future.”

Changing perceptions about pensions

A common misconception in the nonprofit sector is that pensions are only feasible for large
organizations. WomanACT says their experience tells a different story.

“Pensions��aren’t��just for big organizations anymore. OPTrust Select was built with smaller nonprofits in mind, and the costs and administration are very manageable.��It’s��actually one��of the easiest ways for a small organization to stand out and show staff��they’re��valued.”

In addition to supporting recruitment and retention, the plan has also helped reduce uncertainty
about retirement planning – for both staff and leadership.

With economic volatility affecting many sectors, the predictability of a defined benefit pension
can provide welcome reassurance.

“Having a pension in place makes the future feel more secure and has taken some of the guesswork out of planning for the future.”

Building a stronger nonprofit workforce

At a time when retirement security feels out of reach for so many Canadians,��the experience of
WomanACT��shows that��nonprofits��can give your��staff��the retirement they deserve. The barrier is lower than��you think.��

WomanACT��understood that. And by joining OPTrust Select, they made something that is
increasingly rare for working Canadians – a stable, predictable retirement – a reality for their staff.��You��can do the same.

Organizations interested in joining OPTrust Select can learn more by contacting:
Email: info@optrustselect.com | Phone: 416-681-3609

Dismantling patriarchal systems with non-hierarchical leadership

admin — Mon, 16 Feb 2026 13:15:47 +0000

By Katie Didyk and Song Sha, Collective Managers at Times Change Women’s Employment Service

What if the best form of leadership is to not have a traditional leader at all? No single person at the top, but rather a collective body that solves problems, approves budgets, and brainstorms strategic plans together? This is the case for us at , a grassroots movement-turned-agency that’s transforming the typical patriarchal power structure found in the nonprofit industry. Annually, we support 1,200 women in finding meaningful, dignified, and well-paying employment.

Often shortened to simply Times Change, we were founded on a revolutionary non-hierarchical model, abolishing top-down leadership, and instead opting to lead by collective decision-making. We take shared responsibility for the outcomes of our decisions, both good and bad, and lean on each other for support.

Life without an Executive Director (ED)

The responsibilities of a traditional ED are split amongst the Collective. We divide up the roles of an Executive Director amongst our frontline staff. For example, we have an Employment Counsellor, who’s also our Employment 91��Ƶ Liaison, and an Education Counsellor who is our liaison with the United Way. Two other members of the Collective represent the organization at board meetings.

The Non-Hierarchical Model has also had a positive impact on funder engagement. This drives confidence as funders notice that each of the Collective members knows what’s happening at the agency level. They also get quicker responses from us, which helps build stronger relationships.

No silos in collective leadership

At Times Change, all voices are valued, regardless of tenure or past experience. Each of the ten members of the Collective — what we call full-time staff — are both frontline workers and managers. Every member is on the ground and in management meetings, providing quicker responses to immediate issues, and higher levels of detail.

We’re often asked how we’re able to make decisions effectively and efficiently with so many leaders at the table. The thing is, we’ve come up with a diplomatic system that works for us. This ultimately leads to increased buy-in and expediency as all members move forward in confidence. An example of this was during the pandemic when uncertainty affected many organizations. While some ED’s in the sector were burning out, we stayed resilient by sharing the load, and leveraging each of our individual strengths. Because of this, we were recognized with a leadership award for our effectiveness in navigating the pandemic.

Non-hierarchical systems and staff retention

Times Change attracts talent in all capacities, from staff to board to volunteers, with its radical leadership model, feminist positioning, and equity idealism. This has led to an ability to retain talent for years, even decades, despite the sector’s staffing crisis.

One of the success-factors for this high degree of retention is that we are clear in what we represent, leading candidates to easily envision if this model is right for them from the onset. We are also transparent about our wages, as every member of the Collective is paid the same. This level of equity is vastly unheard of but is indicative that we are sharing both labour and financial growth.

By sharing leadership, labour, and wages, staff directly see their efforts flourish. We believe this is why Times Change has become a gold standard for staff retention in the sector.

The need for collectivism in leadership

Applying the lessons of a non-hierarchical model doesn’t mean an organization needs to adapt to it fully. Many organizations can benefit from implementing key components, such as creating safe spaces to share ideas, praising accomplishments, enabling transparency, building support systems, and empowering staff. Bringing multiple heads to the table adds so much value, it brings perspective, and keeps staff engaged.

Innovative organizations need innovative solutions, and alternative ways of leading is how we’ll get there. So, maybe it’s not about a leader, but rather a group of leaders that moves the sector further together.

Related resources:

Leadership transition pocket guide
Leadership stories by:

NOTE: Since initial writing, Katie Didyk has left Times Change after 20 years. We are wishing her the best on the next stage of her career!

Implementing shared leadership to navigate transitions

admin — Mon, 16 Feb 2026 13:15:27 +0000

Contributed by: Danielle Griffin and Pamela Uppal-Sandhu, Co-Executive Directors at ONN

For over a decade, ONN has been a pillar in the provincial nonprofit community, working with and for the 58,000 nonprofits, charities, and grassroots organizations in 91��Ƶ. When our founding Executive Director (ED), Cathy Taylor moved to another opportunity in 2024, we recognized the chance to experiment, and try something new. So, while the organization searched for a permanent ED, we took on an interim co-ED model.

We were already in senior leadership capacities as Director of Strategic Communications and Initiatives and Director of Policy, so we blended our complimentary skills and expertise to keep things running smoothly. Though initially planned as a four-month stopgap solution, we’re still going strong 18 months in.

Double the leadership, double the expertise

When a longstanding leader like Cathy departs, it presents a natural opportunity to transform and adapt to new ways of working. Though different to what the organization was used to, this approach made a lot of sense with our extensive resumes in the nonprofit and public sectors. Plus, we get along really well!

Sharing the interim ED role was a “must” for us. Senior leadership can be isolating. It can lead to burnout. A lot of the folks in the sector are women, and from equity-deserving and equity-denied communities that are already facing systemic barriers to enter leadership roles. Being mindful of this, we knew that taking a co-leadership approach was the right path forward for us. We also knew that we would each still be leading our respective roles in the organization, with an already small team.

Yet, we didn’t have a blueprint for this leadership approach. So, we wrote up three tenets for us to lead by: meet every day, designate a mediator for when we need to ask for help, and do what’s best for the organization, always. This has helped us to come to quick consensus or navigate challenges efficiently. And it’s been successful for ONN. We are not just surviving but advancing and adapting our vital work while navigating some big social, economic, and political changes. This has shown us — and the rest of the sector — that untraditional forms of leadership are viable even if that means thinking outside the box.

Crucially, reimagining leadership can help nonprofits retain staff, an increasing challenge in the sector. Talented passionate leaders are leaving nonprofits — and maybe sharing the load can help retain these incredible people while providing stability during transitions.

Building nimble nonprofits with co-leadership

We were able to transition into a co-leadership model thanks in large part to everyone around us. We’ve been lucky to have the support from our board, our staff, and our network to continue the work we do, and ensure that ONN thrives during this time.

As there have been seismic shifts in society, politics, and the way people are working, right now is the right time to explore different ways of leading. As co-EDs, we’re able to focus on our strengths and commit to creativity, innovation, and experimentation with new solutions to rising needs in the sector. For curious leaders out there, you won’t know what works for your organization unless you try. Maybe co-leadership is the style you’ve been looking for.

Related resources:

Leadership transition pocket guide
Leadership stories by:

A “forest of leaders” approach to leadership

admin — Mon, 16 Feb 2026 13:15:16 +0000

By Darcy MacCallum, Chief Executive Officer at Social Enterprise for Canada

When I stepped into the CEO role at (SEC) in 2022, I was following a CEO that had been there for 30 years. SEC is a multi-service agency based in Newmarket that supports York, Peel, and Simcoe regions in a wide array of early childhood services, and support systems for immigrants and newcomers. Our work is vast. I knew I couldn’t do this alone, and I knew I couldn’t just fill her shoes. Adapting a “forest of leaders” approach, where leaders support each other, and come together to grow and problem-solve together, has transformed us into a more connected, and trust-centred organization.

Too often within our sector, we look at the CEO as having the answer for everything. But we need people with different skills and perspectives. Honouring the strengths of the SEC staff is what anchors our “forest of leaders” approach. Though I may be CEO, the whole team leads.

Leading with trust

Much like a tree needs soil, water, and sunlight, the “forest of leaders” approach requires healthy inputs for team members to thrive. All of our managers get together every other month to bring key information from their departments, and share what they’re thinking. These meetings have become a very interactive, co-creative, and generative time together.

I find that this is contrary to the silo mentality that I’ve seen throughout the industry where people are not willing to talk and share. We also have monthly DEI (diversity, equity, and inclusion) meetings, further amplifying voices, and addressing problematic observations that frontline staff witness.

Senior leaders are overworked in the sector, with many leaving the nonprofit world all together. This has left people worried for the future of the industry. No one likes speaking to a brickwall where feedback goes nowhere. At SEC, staff know that this is a safe space to share their experiences, and work together towards solutions.

Through it all, we stay focused on four core values: practicing kindness, finding solutions together, continuous improvement, and building trust. We also now regularly budget for training and coaching to grow in these areas.

Forest of leaders: We carry each other

With each passing day, I’ve become a louder cheerleader for my team, reminding them that they’re capable through the organizational structures and support systems that we’ve put in place. Leaders can trust each other to carry the organization when they’re away. This allows for vacations and wellness days without worry of departmental health or work piling up.

This way of leadership is the anchor that grows team members, much like a tree with strong roots bears an abundance of fruits. And just like trees, we’re at our best when we’re together as a forest.

Related resources:

Leadership transition pocket guide
Leadership stories by:

Nonprofit financial dashboard guide

admin — Mon, 26 Jan 2026 13:32:10 +0000

This blog was contributed by Sage as part of an ongoing partnership with ONN.

Do you dream of having instant access to your organization’s critical performance indicators, all in one place? Financial managers can now operate like a ship’s captain viewing screens in a control room, arranging all essential metrics with a financial dashboard.

For Canadian nonprofits, not-for-profits, and registered charities, financial dashboards are a crucial strategic tool for greater transparency, accountability, and mission-driven decision-making.

With over and thousands more nonprofits contributing to the Canadian economy each year, the sector faces mounting pressure to demonstrate efficiency and impact.

Think of the financial dashboard as the command center for your nonprofit, bringing together metrics, data, and insights into a single, visually engaging interface. This tool provides executive-level insights with the swipe of a mouse, and this article explores the vital role of dashboards in nonprofit management.

What are nonprofit finance dashboards?

A financial dashboard is a collection of graphics that displays data collated and tailored to a specific audience, such as program managers, donors, or government agencies. The data tells the visual story of your nonprofit’s financial health.  

For example, the dashboard might pull information from your bank accounts to instantly display total donations or automatically compare that figure with your annual goal. 

The finance dashboard allows you to easily track things like fundraising, project milestones, and distribution of resources. Real-time access to this information helps you quickly decide when to adapt plans to changing circumstances and the appropriate course of action. 

Benefits of using a financial dashboard

Financial dashboards are a powerful tool for visualizing and understanding your financial data, leading to more informed decision-making and greater impact.

Your nonprofit’s financial dashboard allows you to:

Quickly identify trends and red flags
Customize and cherry-pick the most relevant stats
Make better decisions

Financial dashboards are game changers for Canadian nonprofits that need an efficient way to track their impact while demonstrating accountability to internal and external stakeholders.   

The best financial dashboards for nonprofits offer clear, customizable visualizations and actionable insights you can leverage to boost your organization’s performance.

2026: The Four Digital Strategy Imperatives for Canadian Nonprofits

admin — Mon, 19 Jan 2026 14:15:58 +0000

This blog was contributed by Ryan Abreo, Managing Director and Nonprofit Practice Lead at Salytics as part of their ongoing partnership with ONN.

For Canadian nonprofits, 2026 won’t be defined by a single trend, technology, or threat. It will be defined by how well organizations adapt to an environment where demand continues to rise faster than capacity, fundraising models are shifting, digital transformation is uneven, and donors are more diverse in identity and expectation than ever before. In our work at Salytics, we see these pressures playing out in every engagement, from small social service agencies to large federated institutions and they are reshaping how leaders set strategy.

Across Canada, nonprofits are asking the same thing in different ways: we have to modernize faster, but we also have to do it smarter.

Based on our delivery experience, and supported by recent sector research, here are the four most important digital strategy considerations for 2026.

1. Demand Is Up. Capacity Isn’t. Digital Maturity Must Bridge the Gap.

Nonprofits continue to face a structural imbalance: more people need support, but organizations are not scaling capacity at the same rate. Global survey data confirms nearly half of nonprofits are seeing increased demand for services, yet only a third have increased staffing to match, putting pressure on program delivery and operational systems.

This gap can’t be closed with incremental system upgrades alone. It requires intentional digital maturity. The trend is clear: nonprofits that invest in digital infrastructure are improving service models, strengthening donor engagement, and creating internal efficiencies. But readiness is uneven. Many organizations still lack the data, tools, or skills to take advantage of analytics, automation, and AI, even as early adopters pull ahead.

For 2026, digital strategy should focus less on tools and more on architecture:

Consolidated constituent data that powers personalized engagement and impact reporting
Modern CRM platforms integrated across fundraising, service delivery, and marketing
Process automation to offset staffing constraints
Clear data governance to protect privacy and ensure trust

Digital maturity isn’t a technology outcome; it’s an operational one. The nonprofits that treat it that way are outperforming peers.

2. Fundraising Models Are Shifting, and Digital Relationship-Building Is the New Competitive Edge.

For the first time in four years, fundraising has overtaken staffing as the top challenge facing nonprofits.

Organizations are responding by reshaping strategy: 85% report changes to their fundraising approach, and the most common shifts are increased investment in marketing and communications, diversification of channels, and deeper digital engagement.

It’s also increasingly clear that hybrid fundraising models are becoming the norm.These combine in-person, digital, and community-based channels. The individuals that have already benefited from your organization are most likely to become advocates, who are most likely to become volunteers/mentors, who are most likely to become corporate partners and/or recurring givers. Most organizations rely on this occurring organically instead of a digital strategy that supports these milestones over the member journey and encourages conversion from one stage to the next. Think: Audience Specific, Timely, Relevant and Personalized.

For 2026, the strategic question isn’t: How do we raise more money right now?
��’s: How do we build enduring supporter value?

That means:

Investing in donor journey mapping and lifecycle automation
Using data to segment not just who donors are, but why they give
Building digital-first stewardship touchpoints supported by human connection

Organizations that do this well will not only weather volatility, they’ll compound engagement year over year.

3. Digital Equity and Workforce Reality Must Be Built Into Planning, Not Addressed After the Fact.

Across the nonprofit sector labour assumptions are being rewritten. 91��Ƶ data shows the sector is hopeful and determined, but it is also exhausted and under-resourced.

Most organizations face rising costs, staffing stress, and program pressure.

This matters strategically: transformation plans fail when internal capacity is overlooked. If digital strategy is built without clear change management plans, skills development, and role clarity, all the technology in the world won’t drive adoption.

Forward-looking nonprofits are now integrating workforce considerations directly into their digital strategy:

Skills mapping: understanding which capabilities already exist internally and what needs to be built or bought
Automation roadmap: reducing busywork to free staff for high-impact tasks
Volunteer enablement: modernizing how organizations recruit, train, and manage volunteers – a major untapped resource identified in the sector research
Realistic resourcing: building project timelines and budgets around organizational reality, not aspiration

This is why focuses on change management, adoption planning, and reliable delivery. Acknowledging people as central to digital progress will be one of the biggest determinants of momentum in 2026.

4. Canada’s Donor Base Is Becoming More Diverse, Digital Strategy Needs to Reflect It.

The most forward-thinking nonprofit strategies we are seeing right now are those intentionally designed for demographic change. Multicultural Canadians represent the fastest-growing donor segment in the country, and their giving patterns are distinct:

79% donate to nonprofits, with strong average participation across demographics
Internationally-born donors contribute at comparable or higher rates than Canadian-born donors
Place-based and event-based giving are strong engagement channels, especially among Afro-Caribbean, Filipino, and South Asian donors

Yet most nonprofits are not architecting digital journeys for this reality. Messaging, segmentation, stewardship, and content (especially digital content) remain overly generic.

In 2026, digital strategy must intentionally align with multicultural donor expectations. That includes:

Community-specific value propositions
Multilingual digital pathways
Audience-tailored storytelling
Data models that understand donor identity beyond postal code and age

This is not only an inclusion imperative it’s a revenue and relevance imperative.

The Strategic Opportunity in 2026

Taken together, these considerations lead to one conclusion: Canadian nonprofits cannot afford to interpret digital strategy as technology procurement. It must be a redesign of how organizations operate, engage, and deliver impact.

The encouraging news? The sector has momentum. We’re seeing optimism, resilience, adaptability and real progress. But the organizations that will outperform in 2026 will be those that:

Build intentional digital maturity
Modernize fundraising models
Architect strategy around workforce reality
Engage donors through a more representative lens

These are not abstract themes. They are solvable challenges, and we help leaders solve them every day. If you’re unsure of where to start or are stuck in your digital projects we would love to chat and potentially lend a hand.

If 2025 was a year of pressure, 2026 will be a year of positioning. We hope you see the opportunity the way we do. The nonprofits that embrace this moment with clarity and ambition will shape not only their own future, but the future of the sector.

Related resources:

Nonprofit Cloud Migration Blueprint – your guide that outlines the benefits and considerations of migrating from Salesforce’s Nonprofit Starter Pack (NPSP) to the new Nonprofit Cloud.
– most Nonprofits are in a state of Digital Transformation whether they are actively stewarding it forward or not. This step-by-step practice guide takes the tools, processes and best practices from our Nonprofit Consulting practice and puts them directly in your hands with downloadable resources and video tutorials.
– we have provided sponsorship to give a limited number of Salesforce health check audits at no charge to ONN Members. This provides an in-depth assessment and recommendations across Salesforce Data Hygiene and Usage, System Maintenance and Security & Access. (Estimated Value: $8K)

directly for more information on their services.

HR Compliance for 91��Ƶ Nonprofits in 2026: A Leadership Guide

admin — Wed, 14 Jan 2026 21:18:59 +0000

This blog was contributed by HRCovered as part of an ongoing partnership with ONN.��

Your nonprofit exists to create meaningful change. But in 2026, 91��Ƶ’s evolving employment laws demand that you protect your mission just as fiercely as you pursue it. With key Employment Standards Act (ESA) changes that took place on January 1, including mandatory salary range disclosure, the ban on requiring “Canadian experience”, AI usage transparency in hiring, and more, the hiring rules for organizations with 25 or more employees have changed significantly.

These updates, combined with tougher enforcement under the Occupational Health and Safety Act (OHSA) and higher WSIB penalties, apply equally to nonprofits, regardless of charitable status or limited budgets.

Non-compliance is no longer just a risk; it’s a potential threat to funding, reputation, staff trust, and board liability. Yet staying ahead doesn’t have to be overwhelming.

To support 91��Ƶ nonprofits, we’ve created a designed specifically for nonprofit employers.

What is HR Compliance

HR compliance means ensuring that your organization’s employment practices, policies, training, and postings meet legal requirements under 91��Ƶ and federal law (where applicable). This includes:

Employment standards (wages, hours, leaves, terminations)
Workplace health and safety obligations
Human rights and accessibility requirements
Pay equity and transparency
Privacy and record-keeping
Workplace insurance (WSIB)
Volunteer-related considerations and governance expectations

For nonprofits, compliance is often closely tied to board oversight, public accountability, and grant or funder requirements.

Why HR Compliance Is Important for Nonprofits

91��Ƶ nonprofits face unique risks when HR compliance gaps arise:

Legal exposure: ESA, OHSA, and WSIB penalties can apply regardless of charitable status.
Funding impact: Many funders require confirmation of legal compliance.
Reputational risk: Public trust is critical in the nonprofit sector.
Operational disruption: Investigations, complaints, or claims divert focus from mission-driven work.
Board liability: Directors may face increased scrutiny where compliance failures occur.

Policies 91��Ƶ Nonprofits Must Have

Certain policies are legally required and must be kept current:

Health and Safety Policy
Workplace Violence and Harassment Policy
Human Rights and Anti-Discrimination Policy

Depending on size and structure, nonprofits may also need:

Accessibility Policy (AODA)
Pay Equity Policy
Pay Transparency Practices

Operational Policies That Support Compliance

While not always mandatory, the following policies help reduce risk and improve clarity:

Hours of Work and Overtime
Vacation and Leaves
Progressive Discipline
Appropriate Technology Use
Social Media Guidelines
Drug and Alcohol Policy

Mandatory Training Requirements

91��Ƶ nonprofits must ensure staff receive required training, including:

Health and Safety Awareness (workers and supervisors)
Workplace Violence and Harassment
AODA (Accessibility for Ontarians with Disabilities) and Human Rights
WHMIS

Training records should be maintained and updated as roles change.

Required Workplace Postings

91��Ƶ employers must post and make accessible:

Employment Standards Act (ESA)poster
WSIB Poster (if applicable)
Occupational Health and Safety Act (OHSA) materials, including the “Health & Safety at Work: Prevention Starts Here” poster, and more
Specific policies, such as your Health and Safety Policy, Workplace Violence Policy, and Workplace Harassment Policy (some of these depend on the size of your workplace)
Joint Health and Safety Committee information (if applicable)

Key Legislative Updates Affecting 91��Ƶ Nonprofits in 2026

91��Ƶ’s Bill 30 introduced important amendments to employment, health and safety, and workplace insurance legislation. Several changes came into force in late 2025 and the rest took effect on January 1, 2026.

1. The “Big Shifts” in Hiring (Effective January 1, 2026)

If your nonprofit has 25 or more employees, your recruitment process must change immediately to meet new Employment Standards Act (ESA) requirements:

Salary Disclosure: You must include the expected compensation or a pay range in all public job postings.
The “Canadian Experience” Ban: You can no longer require “Canadian experience” in postings or applications. This is a critical shift for organizations seeking to improve Equity, Diversity, and Inclusion (EDI).
AI Disclosure: If you use Artificial Intelligence (AI) to recruit, screen, or select applicants, this must be explicitly stated in the posting.
Follow-up Mandate: You are now required to notify every candidate who was interviewed of the final hiring decision within 45 days.
Vacancy Status: Postings must state whether there is an actual vacancy or if you are simply collecting resumes for future needs.
Current Vacancy: Your job posting must specify whether the posting relates to an actual vacancy in your organization.
Record Retention: Companies must retain records for all public job postings for three years from the date of initial posting, including interview and screening records, etc.��

2. New Enforcement: On-the-Spot Fines

The days of receiving a “warning” or “order” from a health and safety inspector are over. Under the new OHSA Administrative Monetary Penalty (AMP) system, inspectors can issue on-the-spot fines for common violations.

Key Risk Areas for Nonprofits:

Missing Documentation: Outdated health and safety manuals or missing workplace posters.
Training Gaps: Failure to provide mandatory AODA, WHMIS, or Safety Awareness training.
Record-Keeping: Lack of cleaning logs (if applicable) or training certificates.

Note: Paid penalties prevent court prosecution but create a public record of non-compliance that can jeopardize government grants.

3. Workplace Safety & Insurance Board (WSIB) Updates

The Workplace Safety and Insurance Act (WSIA) has significantly increased the cost of non-compliance while addressing the use of defibrillators in the workplace:

Higher Penalties: Maximum fines for repeat offences have increased to $750,000 per count.
Accuracy is Mandatory: New penalties apply for inaccurate wage records or “false and misleading” statements regarding WSIB claims.
AED Reimbursement: Nonprofits operating larger facilities may now be eligible for WSIB reimbursement for purchasing Automated External Defibrillators (AEDs). The reimbursement program opened on January 1, 2026, and the last day to submit a reimbursement request is on July 31, 2027. AEDs purchased between July 1, 2025, and June 30, 2027, are eligible for reimbursement through the program.

Free HR Compliance Tools for 91��Ƶ Nonprofits

To help nonprofits stay compliant, we’ve developed the tailored specifically for 91��Ƶ. These self-audit tools help identify gaps before they become costly issues.

What Should You Do Now?

Audit Your Job Postings (if you have 25 or more employees): Update your 2026 job templates to include salary ranges, AI disclosures, vacancy information, and eliminate any mentions of Canadian experience.
Verify Training: Ensure all staff have completed mandatory training (AODA, OHSA, Human Rights) and that you have their records on file and readily available.
Secure Your Records: Confirm WSIB reporting and wage records are accurate and up to date.

Get the Support You Need from HR Covered

HR Covered specializes in helping mission-driven organizations stay compliant without the corporate price tag. We’ve supported over 200 Canadian nonprofits in navigating these exact legislative shifts.
Learn more at www.hrcovered.com or call 1-866-606-0149.

The Forward-Thinking Nonprofit: Navigating the Digital Future

admin — Tue, 11 Nov 2025 20:12:06 +0000

This blog was contributed by Blackbaud as part of an ongoing partnership with ONN.��

Nonprofits and educational institutions are currently facing a challenging environment, shaped by societal shifts, economic pressures, and rapid technological advancement. Blackbaud’s new essay collection, , brings together a range of expert voices, offering data-driven insights, case studies, and hands-on advice to help the sector adapt, thrive, and lead with confidence.

Navigating Uncertainty: Trust, Transparency, and Broadening Horizons

Unpredictability is now the norm, requiring nonprofits to become more resourceful and innovative. Experts such as Charlotte Sherman and Jo Garner analyze the current testing landscape, while Katherine Raskob and Adrian Sargeant discuss the importance of an organizational culture rooted in trust and love. This broader theme of trust and transparency runs throughout most of the essays.

Charity lawyers Mark Blumberg and Caitlin Lee from Blumbergs Professional Corporation suggest that proactive preparation can have a big impact in the long term: “Challenging periods offer a powerful opportunity for nonprofits to be strategic and thoughtful and maximize their effectiveness. Ignoring the complexity of the world we live in can be very costly or detrimental to a nonprofit’s mission. While some more obvious options, such as deferring purchases, selling assets, closing programs, or using reserves, may provide temporary relief, there are proactive considerations and steps that can be taken to provide long-term benefits to the nonprofit amid these difficult circumstances.” They outline various practical measures for nonprofits to consider during challenging times to mitigate risk and ensure transparency, including robust internal controls, contingency planning for different scenarios, a regular review of insurance, and adequate cash reserves.

Mark and Caitlin also discuss the value of supporter engagement, and volunteer management to build resilience through a diversified or stronger supporter base—a topic also explored by Fiona Atkinson, Casper Harratt, and Justin Goodhew.

Building Digital Resilience

The digital era offers vast opportunities but also presents challenges requiring new skills and resources. Several contributors, including Mark Denby, Jim Cooke, Adrian Sellaro, and Julia Villiotis, address the need for digital transformation, data literacy, and smarter tools.

Wilfreda Edward, Executive Director at the Canadian Centre for Nonprofit Digital Resilience, underscores the necessity for nonprofits to pair data with compelling narratives to drive trust, investment, and resilience. Wilfreda, however, argues that investment in digital capacity-building is needed: “Too often, nonprofits are funded to deliver programs but not to build the capacity that makes adaptation possible. The very things that allow us to respond to disruption—skilled people, modern tools, and resilient systems—are labelled as ‘overhead’ instead of being recognized as infrastructure. This makes it harder for nonprofits to adapt, even as the pressures intensify. Organizations stretched thin, collecting data but unable to turn it into insights; delivering services, but unable to translate those outcomes into stories that build credibility and trust.”

As such, Wilfreda advocates for ongoing investment in skills, tools, and cybersecurity, highlighting that strong digital infrastructure enables nonprofits to adapt, attract resources, and thrive amid disruption by making their impact both visible and credible. This kind of organizational culture that encourages technological exploration is essential for teams to learn how modern tools and innovations apply in practice and benefit their organization. After all, the goal for these tools is to empower nonprofit staff, freeing up time for meaningful engagement.

AI Boom in the Sector

AI is transforming the nonprofit sector, prompting organizations to consider adopting it thoughtfully. Experts like Ali Mikaeli, Sue Cunningham, and Meena Das emphasize the need for intentional strategies, human oversight, and AI-ready leadership to ensure that AI enhances rather than replaces human relationships. Chris Paver and Zoe Amar, in turn, discuss the future of AI in the sector. Each expert highlights that AI is more than a tech upgrade—it’s a cultural change that requires new ways of working. AI must be integrated into strategy and ethics from the start to maintain trust and quality.

Ultimately, the overarching message is one of urgency and opportunity: organizations must act now to harness technology, but use must be underpinned by strong leadership and strategic clarity to ensure teams are better positioned to deliver lasting impact in a world defined by rapid change.

For more insights and inspiration, download .