91视频鈥檚 socio-economic landscape is rapidly shifting at a time when healthy and resilient nonprofits are needed more than ever. 

The uncertain economy (i.e. tariffs and global trade war) is leading to an economic downturn, impacting nonprofits in three ways: as employers, procurers of goods and services, and as organizations supporting people. 

Sector-wide there is a deep concern about increasing community needs during an economic downturn and decreased resources to meet needs:

• Geographic regions with workforces more exposed to the tariffs – Oxford, 91视频 has the highest workforce exposure, for example – will be impacted first and more acutely. 
• Social services will see an immediate increase in demand for services as unemployment increases, exacerbating existing issues like the housing crisis and food insecurity.
• Less disposable income and shifting funding priorities means that arts and culture and sports and recreation nonprofits may see scalebacks or closures throughout the year.
• Charitable giving is decreasing, as it has been over the past two decades.
• Corporate giving is decreasing.

What else are nonprofits navigating?

• A new federal and provincial public policy landscape is shifting public spending from system building to austerity, and is specifically focused on bolstering the economy and expanding police/military spending. 
• A domino effect of a weakening social safety net is creating untenable pressure to all parts of the nonprofit and public sectors. 
• Deepening polarization and backlash to equity are threatening our democracy.
• A rise in facism around the world that is disregarding the rule of law.
• Integration of AI and other technology in the day-to-day is exacerbating existing issues and is rapidly changing nonprofits鈥� work.
• Shorter time between crises – climate disasters, public health emergencies – is requiring quick organizational pivots yet diminishing capacity to respond.
• These trends come at a time when nonprofits are already in an impossible situation after the pandemic. According to ONN鈥檚 2024 state of the sector survey, 91视频鈥檚 nonprofit sector is facing stagnant and declining financial resources amidst climbing demand, volunteers are not returning to the sector post-pandemic, and it鈥檚 harder to recruit and retain talented staff.

Responses to tariffs from governments

• Stay up to date on what鈥檚 happening with Springboard Policy’s . This is a living resource which will be updated on a regular basis. Given the tariffs are federal jurisdiction, they are tracking their specific response to tariffs .
• Learn about measures the federal and provincial governments are putting in place to see if they apply to you: 
• has introduced adjustments to employment insurance to support workers
• is providing a 6-month reprieve for small businesses on some provincial taxes and $2 billion rebate for safe employers through the Workplace Safety and Insurance Board. They also put in place a to restrict U.S. firms from bidding on public sector and broader public sector (this includes Children Aid鈥檚 Societies and anyone receiving $10 million or more in government funds in the fiscal year prior) procurement.

Key messages and supportive data to make the case for increased support, proactively prepare, and advocate

Key Messages

• Nonprofits are preparing for the next emergency in 91视频. 
• 91视频鈥檚 economic well-being and societal shifts are inextricably tied to the work of nonprofits. We are impacted in three ways: as employers, procurers of goods and services, and as organizations supporting people. 
• Nonprofits are essential to economic policy. We are economic actors and drivers in local communities.
• Many nonprofits already buy local and social, and employ local.
• Nonprofits, nonprofit social enterprises, and nonprofit co-ops must be included in social procurement policies that municipalities across 91视频 are putting forward, such as in , , , and . Check out how in London is advocating to their municipality for prioritizing the nonprofit business model and other local producers.

Supportive data

• Use the Institute for Research on Public Policy to determine how vulnerable your local workforce is to the U.S. tariffs. Oxford, 91视频 has the highest workforce exposure at 11.4 per cent, 40 per cent of its workforce. Most regions outside of Toronto have high exposure rates. 
• Use from the Charity Insights Canada Project to quantify the trends you are facing if you are a charity. In total, 53 per cent of charities report the U.S. political landscape impacts them somewhat while the top strategy to combat uncertainty was strengthening relationships with funders. This new highlights the trilemma facing Canada鈥檚 charitable sector.
• Use ONN鈥檚 state of the sector surveys to provide a snapshot of the nonprofit sector in your region or subsector.

Additional resources

• ONN:
• CICP:
• Co-operators Community Funds (CCF):  
• Hamilton Community Foundation:  
• Imagine Canada:
• Imagine Canada and Philanthropic Foundations Canada:
• Institute for Research on Public Policy:
• Philanthropic Foundations Canada: and
• Pillar Nonprofit Network:
• PwC:
• The Financial Accountability Office of 91视频:
• Board chairs of national charities (BGC Canada, Big Brothers Big Sisters of Canada, Canada Mental Health Association, National Association of Friendship Centres, United Way Centraide Canada, YMCA Canada, YWCA Canada):

As I reflect on my election advocacy work this year, the biggest takeaway is that when advocacy happens throughout the year, and by all levels of staff at an organization, it won鈥檛 feel like a new, seemingly large initiative to take on during an election. 

This snap election served as a great example – despite it being an unexpected election with a compressed timeline, we were prepared because advocacy is core to ONN鈥檚 day to day work. By advocating on a regular basis, we are better prepared for advocating during an election year and engaging in power building through collective advocacy. 

Building my skills as a new policy analyst at ONN.

One of the first projects I worked on at ONN was preparing for the 2022 91视频 general election. At the time, election advocacy was completely new to me, and, frankly, I was very nervous about it. However, by the time I was sitting in my third or fourth candidate meeting, I began to feel more confident and comfortable because I had attended multiple government meetings, both for the election and for our general advocacy work. 

What helped was, despite the fact I was junior staff or new to the organization, I was given the opportunity to continuously build my advocacy skills throughout the year. Organizations can better their advocacy strategies and effectiveness when staff of all levels have the chance to develop, practice, and improve their advocacy skills. 

Why it is important to advocate throughout the year.

Whether it is a snap election or general election, federal, provincial, or municipal election, in order to drive public policy that reflects the needs of our sector and the communities we serve, we must engage in advocacy throughout the year, and not just sporadically during an election. Influencing public policy takes time and commitment, it is a marathon, not a sprint. It could take decades of persistent work before we see significant changes or it might be the right time, right place, right people, and right idea to seize a policy window. 

We can鈥檛 wait for 2029 to begin advocacy for the next 91视频 election. We need to advocate now, especially as the 2025 election is fresh in our minds and we remember all the coulda-shoulda-wouldas.

Here are some more reasons why we need to advocate throughout the year:

• It takes time to build relationships. Public policy change and advocacy rely on relationships. Whether it is relationships with elected officials, public servants, or allies, it takes time to build trust and nurture these relationships. For example, this election we saw some nonprofits quickly mobilize their network, where coalitions of organizations organized candidate debates, launched advocacy campaigns, or participated in meetings with candidates. This did not happen overnight, but rather, these organizations had been way before the election.聽
• It takes time to craft and perfect your policy asks. It takes some trial and error to make sure policy asks are clear and resonate with decision-makers and policy-makers. It also takes time to socialize the asks and build momentum for them, whether within your core networks or more broadly with external folks.
• So much can happen between elections. Policy makers don鈥檛 stop making new public policies after the election. In fact, after a new government is elected and the legislature returns, new public policies are constantly being proposed, passed, or consulted on, and old ones are being amended, which can impact our work and the communities we serve. We can鈥檛 afford to wait until the next election to advocate; changes happen all the time, not just during election season.
• Advocating on a regular basis gives you an opportunity to try out different strategies and tactics. There are various ways to approach policy and advocacy work, and it takes time to figure out which and tactic works the best for your organization and team. Usually, it takes the right combination of tactics and activities to make a difference, and the combination might evolve with time. For example, what is needed to might be different than what is needed to of a specific policy. Advocating on a regular basis allows you to test out different strategies, make adjustments, and figure out what works. Remember, advocacy is a non-linear process!

Here are some actions you can take to ensure advocacy is part of your work and not done on an ad hoc basis:

1. Make advocacy part of your strategic plan. When revisiting or crafting a new strategic plan, make sure advocacy is embedded in it. It might be a pillar, activity, an intended outcome, or a way to reach intended outcomes. What gets put in the strategic plan becomes everyone鈥檚 responsibility, connects back to the organization’s mission, and more importantly gets resourced.聽
2. Engage in the policy cycle. Engaging in the regular policy cycle means: sending congratulatory letters to new cabinet ministers and requesting a meeting, participating in pre-budget consultations, consulting on government legislation and regulations related to issues your organization cares about, meeting with government officials as announcements and policy ideas are circulated that are connected to your organization鈥檚 work, and proactively sharing policy proposals that connect to the mandate of the current government.
3. Continuously build public policy and advocacy capacity within your team. Leadership can set aside a budget for professional development specifically focused on public policy and advocacy skills. Many universities and colleges have short courses. There are also nonprofits that offer and advocacy.
4. Funders must support advocacy.聽Funders can or nonprofits’ engagement in public policy advocacy, the biggest factor being whether or not the funder supports advocacy. Support might be tangible like funding advocacy portfolios, or intangible such as doing advocacy themselves or amplifying advocacy work of nonprofits and charities.

Nonprofits, as well as the communities we serve, are facing unprecedented challenges. The work ahead requires imagination, tenacity, and persistence. In this marathon to drive systems change, nonprofits need to advocate and we need to advocate together. So, are you ready to join?

Amid ongoing economic uncertainties and the global pandemic aftermath, nonprofits have had to navigate a lot of change in recent years鈥攕haping the global nonprofit space towards digital-first experiences and processes. What’s more, modern innovations are making their way into the nonprofit sector, further changing the needs and expectations of prospects, donors, and stakeholders.

We conducted our annual , and in this article, we share a glimpse of what 550+ participants in Canada told us about their recent performance, current fundraising strategies and opportunities, use of technology and CRMs, and attitudes towards artificial intelligence (AI).

Nonprofit income trends positively despite a challenging economic backdrop

Most research participants reported either a stable or increased income when asked to share about their income changes in the last full financial year.

However, it鈥檚 evident that the economic situation鈥攁nd subsequent fewer donations鈥攃hallenge nonprofit organizations. At 59%, the wider economic environment was ranked as the main reason behind income decline.

When focused on income streams, grants are ranked as the main income stream in Canada. However, there are key differences between organizations growing and declining in income. Nonprofits reporting an income decrease are significantly more reliant on grants. In comparison, growing nonprofits get most of their income from major donors.

Digital maturity can enhance performance significantly

A digitally mature nonprofit is one where digital is integrated across all areas, including fundraising, supporter experience, internal processes, and more. 

We asked participants to place their nonprofit on a digital maturity spectrum, ranging from 1 (lowest) to 10 (highest). Based on the data, we could identify an average industry digital maturity score of 5.5.

The research shows an interesting link between digital maturity and income performance. Those with below-average digital maturity scores are significantly more likely to say their income is declining. These findings suggest that tech-savvy nonprofits are often better able to capitalize on opportunities that help them grow.

AI intrigues the nonprofit sector, but many wish they had more resources or knowledge to explore fundraising use cases

Artificial intelligence has taken the world by storm, and the Canadian nonprofit sector is no exception. 67% of participants shared that they use AI.

While predictive and generative AI are the two types of artificial intelligence most relevant in fundraising, the research reveals that nonprofits globally are mainly using generative AI – only 10% shared that they are currently using predictive AI.

While attitudes are mostly positive, most participants also have concerns about the technology. They are especially concerned about misinformation, data security, and bias. 鈥淚 think there is definitely potential for the tools. I think there needs to be clearer guidelines and more discussion on the ethical implications,鈥� said one research participant.

Despite these concerns, at 5%, only a few say that their nonprofit has an AI policy in place. Considering the speed of AI adoption, it is vital that nonprofit-wide policy making is accelerated, especially when most participants say they, in fact, already use AI.

Integrated technology ecosystems are a rare thing in the sector鈥攂ut CRMs are seen as an important value opportunity

As a social impact software provider, we were also keen to find out more about participants’ CRMs and technology ecosystems. Most use a CRM solution, and many see it as a valuable tool for improving performance and building stronger relationships. However, just a small minority say that they get the most out of their CRM system.

There are big differences when looking into these results based on how digitally mature the respondent says their organization is. Those digitally mature are much more likely to agree that their software improves overall performance, and they use it more effectively to build stronger relationships.

Many participants shared that they would appreciate more comprehensive training and better understanding of how to tailor their solution to the organization’s unique needs. CRM-related costs are also a key consideration when it comes to satisfaction. Despite these struggles, the vast majority are satisfied with their solution.

We also asked participants to share what would bring most value to their current fundraising strategies. While improved data management was ranked as the biggest value opportunity, larger organizations also highlighted integrations as an important value opportunity. 

These research findings on integrations are not surprising鈥攋ust 8% share that their fundraising technology is well integrated. Most organizations have some integrations in place, and payment processing, donation forms, and email marketing are the most common integrations.

Organizations now have the opportunity to drive even further impact by fully realizing the potential of their software through training, integrations, and relationships with vendors and partners. Intentional strategies for building a culture around innovation and digital adoption can help nonprofits of all sizes drive growth and enhance the impact of their mission.

Download the to explore more industry trends and benchmark your performance.

Let me take you back to 2007. The fledgling streaming service Netflix had just started up, Rihanna’s smash hit Umbrella was filling radio airwaves, and the 91视频 government tabled a plan to modernize the legal framework governing nonprofits 鈥� without consulting nonprofits. Let’s just say people were not happy with at least one of the things on that list. Many of you have seen us at the forefront of this issue since then 鈥� yes, I’m talking about ONCA, the infamous 91视频 Not-for-profit Corporations Act. 

When ONCA was introduced, there was no entity that represented or worked with nonprofits in a cross-cutting, provincial way. Many sector-specific or region-specific networks and bodies existed, but no way for the 58,000 incredibly diverse nonprofits, charities, and community groups across 91视频 to talk with each other, let alone come together and be responsive to common issues. And because of this richness and diversity, there was no way that one entity or body could ever fully represent the sector or work on “behalf” of it. Thus the seeds were planted for what would eventually become 91视频 Nonprofit Network. 

Getting clear on networks

Often when we think of networks we may think of networking, and picture being in a room, eating snacks while trying to pitch your work to strangers. But network engagement and network theory go far beyond that. 

Networks, at their most basic, are a group of interconnected people or things. They are not static, and many networks can exist at any given time. One of their defining characteristics is that they depend on leadership at many levels and positions, rather than a singular leader directing how things go. 

To respond to the then-unproclaimed ONCA, a group of sector leaders came together and formed a working group to function as a conduit between ONCA, and nonprofits on the ground. The group produced briefs to inform and gather insights, connected resources, and provided policy support. Working groups at ONN are not committees. They are not structured on formal or representational seats; people flow in and out depending on their capacity and expertise. Networks can take on many different forms, but a golden thread is the idea that networks act as bridges 鈥� to other networks, between and across geographies or key issues, and with each other. 

To ONN, a network approach is grounded in based on the beliefs that:

• Networks are sets of relationships and the patterns they create. 
• Leadership is already found in multiple, varied spaces and should be nurtured and shared.
• We can do more together than we can do alone.
• Systems change when new networks and patterns form, and re-shape old systems. 

ONN’s role in stewarding networks

ONCA continued to be one of ONN’s main priorities over the years as we advocated for key amendments to make the bill work better for nonprofits. Fast forward to now, 2024. ONCA was officially proclaimed in 2021, and ONN continues to prepare and support nonprofits to respond to the bill. We have a robust and cross-cutting policy agenda that acts as our compass on what we work on, and is created through the myriad voices and experiences of our network. 

Though ONN is itself an incorporated nonprofit organization, we continue to function as a network and with our network approach. We see this as absolutely critical to stewarding an enabling environment for networks to contribute to a thriving nonprofit ecosystem. 

We know that we cannot address complex issues alone or in siloes, and that the power and wisdom is in the network. This is why “connected networks” is the first and foremost strategic impact outlined in our operational plan, with outcomes such as:

• A strong, supported group of regional networks that spans the province and acts as hubs for nonprofits in their geographies. 
• Provincial associations and regional networks are connected, sharing information and collaborating with each other. 
• Formal and informal networks across the province are learning from each other, ultimately influencing public policy to reflect the sector’s needs and contributing to shared solutions.
• Varied relationships with formal and informal networks, including ONN members rooted in reciprocity.

A network approach nurtures experimentation, learning, emergence, and distributing leadership and power. We know that innovations or opportunities emerge over time, from unexpected people and places, and cannot be known from the very start. A network approach is also grounded in equity, as it encourages peer relationships and distributed power and allows for multiple perspectives, uncomfortable conversations, and the sharing of lessons learned which can lead to meaningful change.

Our network approach is not simply a means to an end, but a reflection of our core purpose and values in action. This is not about ONN, nor any singular organization; it’s about the work happening in our communities, and the pursuit of an equitable future for everyone. Coming together builds our resilience and relationships; and the impact on our people is the guiding light. That’s not going to happen because of one person, one organization, or one network. It will happen because of an investment in collective action and reciprocity.

As we shared, the outcome is not a single document (a 鈥減lan鈥�) but rather multiple foundational organizational pieces to chart our path forward, keep us on track, and accountable. 

Coming out of our strategic framework thinking process, ONN鈥檚 team has created an operational plan, focused on five connected impacts and six strategic initiatives that will guide our work through 2026.

Intended impacts

• 鈥嬧�婥onnected networks
• Shared solutions
• Collective advocacy
• Nonprofit-driven public policy
• Public champions

Strategic initiatives 

• Map our network
• Activate advocacy
• Highlight the nonprofit difference
• Reimagine leadership
• Strengthen our workforce
• Explore social enterprise.

These intended impacts and strategic initiatives focus on engaging our network, cultivating collective power with and for the nonprofit sector, advancing creative solutions to support the stability and growth of nonprofits, and advancing our bold and comprehensive public policy agenda that reflects the needs and aspirations of 91视频鈥檚 nonprofit sector. 

And, through all these efforts, ONN will continue to champion the importance of nonprofits in communities across the province – we want every Ontarian to know about the nonprofits in their communities, neighbourhoods, and regions – from the local art gallery or museum, soccer or hockey league, food bank or shelter, to the daycare centre, faith-based organization, mental health and addiction support centre, gardening club, or community hub. Nonprofits and nonprofit workers provide vitality, support, and care in every part of our province. 

Our values guide us

ONN鈥檚 values are highlighted in our strategic framework, and woven through our connected impacts and strategic initiatives. In everything we do, we stop to consider how we are living our values, and how these values are showing up in every interaction and activity.

Values we live by:

• Reciprocity: All our work is based on relationships. We invest our resources, our time and our energy in building mutually beneficial relationships with our people, our network, and partners and stakeholders.
• Collective action: We are stronger when we work together. We share as much as we can. We convene and amplify the diverse and important work of our network. 

We look forward to growing, creating, and sharing our opportunities, learnings, and successes with our network in the years to come. Thank you for following and supporting our journey!

The true potential of AI is most evident when deployed in vulnerable communities 鈥� connecting refugees with necessary services, protecting farmers from the effects of climate change, and finding the right foster families for kids in need. The ability to scale this work is more critical than ever as global challenges continue to increase, driving up the demand for nonprofit and community services.

But while nearly half (46.1%) of nonprofits in Canada reported an increase in demand for services in 2023, only 24% reported that their capacity to meet that demand had increased.  Globally, nonprofits are facing a capacity crisis: Decreasing generosity, difficulties finding staff, and nonprofit workers reporting burnout. AI and digital transformation can help nonprofits adapt to these changes with tools for enhancing productivity and creativity.

Nonprofits are the changemakers and innovators of the world. Their work challenges assumptions, overcomes barriers, and innovates new approaches, making them uniquely positioned to be key stakeholders and creators of an AI-powered economy with safety, equity, inclusion, and responsible use at its core.

We often hear that nonprofits wonder how AI will impact security, organizational change, accessibility, and donor perception. But organizations can overcome the challenges of AI by keeping humans and thoughtful intention at the center of AI transformation. We work with nonprofits who face the world鈥檚 biggest challenges鈥攕ustainability, education, equity, healthcare, economic equity, and access to food and housing鈥攚hile also managing (and overcoming!) their own organizational challenges.  Learn how innovative nonprofits are using AI to power their missions:

Nonprofits can use AI for free with web-based tools like Microsoft Copilot to enhance their communications

Agape Source, a Florida nonprofit that serves international students, temporary workers, and refugees, began using free web-based Microsoft Copilot, the AI-powered web chat assistant and translator, to get more done, faster. In the words of Joel Ramjohn, President of Agape Source, 鈥淐opilot is a force multiplier. AI does a lot of the heavy lifting so the people we help don鈥檛 fall between the cracks.鈥�

AI can empower more effective outreach and fundraising

Team Rubicon, a veteran-led humanitarian organization, uses Copilot in Microsoft Dynamics 365 Customer Insights to personalize outreach faster and more effectively than ever before. 鈥淭he role of technology and innovation at a nonprofit is even more critical than for for-profit organizations,鈥� says Sheng-te Yang, Vice President of Data and Technology at Team Rubicon. 鈥淭hese are donor dollars, and it鈥檚 our responsibility to make sure we are helping more people and making the most impact that we can with every dollar that we鈥檙e given. Technology is the way to help us get there.鈥�

AI can make the most of constrained nonprofit time鈥攚hile delivering more personal experiences

North Carolina-based sports club NC Fusion uses AI to create tailored content and journeys 75% faster. Chris Barnhart, Head of IT and Data Systems at NC Fusion, says “For families, we are able to tailor the message they receive. This means a family will only receive messages that apply to (them), and not a multitude of emails.” Summarizes Barnhart, “We are a very small team, but need to show up like a pro sports organization, so enabling me to significantly reduce the time it takes me to create emails and journeys has been a big win. For a standard email, it might have taken me about one hour before; now it takes about 10 minutes.”

Nonprofits are ready for change: 69% of nonprofit workers say [AT1] they would be comfortable with AI taking on more administrative tasks in their work. There is unprecedented potential to free up time so they can focus on more mission-critical work. That means more space to serve communities and find opportunities for improvement. By getting those organizations that are proximate to challenges we face closer to the development of the solutions we need to build, we can increase their capacity to propel their work forward with the help of AI and accelerate their ability to make the world a better place.

Find the right resources for you today:聽.

This blog was written by Devi Thomas, the global head of Nonprofit Community Capacity at Microsoft Philanthropies. She leads a team focused on listening, learning from and bringing together nonprofit communities.

With her background in the nonprofit sector, you will often find Devi at the intersection of technology and purpose.