Provincial and territorial non-profit networks advocate for policy change and conduct critical sector research. Examples include the Community Sector Council of Newfoundland and Labrador and the Alberta Nonprofit Network. Several of these networks do not seek funding from certain sources in order to remain neutral in their advocacy work, which can make future planning and sustainability a challenge.
Non-profits that have participated in – and benefited from – revenue diversification programs say that they have been able to generate unrestricted revenue that reduces their reliance on the grantmaking cycle. On the other hand, those who run the programs recognize that a significant “mindset shift” is needed for many in the non-profit sector.
While the choice model food bank is not a new concept, Regina’s Community Food Hub has also added a “layer of innovation” through data-enabled decision-making, said CEO John Bailey. Although clients are not paying for their food, data about what they are “buying” is becoming invaluable to the food bank’s operations.
The current Liberal government has pledged to accelerate the delivery of nation-building initiatives and build Canada’s resilience. However, the affordability crisis has been slowing the economy and affecting communities, while a large portion of retail investors’ money is invested abroad. The social finance sector wants to persuade the federal government that it is part of the solution and that its model aligns with Canada’s challenges.
Charities and non-profits may find long-term sustainability challenging, given high delivery costs, fluctuating donation patterns, changing community needs, and shifting priorities for funders. One under-explored exit strategy is to merge operations with other organizations. Charities and non-profits, however, need to be aware of their obligations with the Canada Revenue Agency should they choose to go down this route.
