Cet article est présenté dans sa version originale anglaise.
Every sector has its prevailing mood, and for Canadian charities in recent years it has often been one of anxiety: rising costs, heightened demand and a donor base that is, by several measures, contracting. Against that backdrop, Blackbaud’s fifth annual Status of Canadian Fundraising offers a finding that is quietly encouraging. Seventy-four per cent of organisations report stable or growing voluntary income.
Resilience has a cost
Resilience, however, should not be confused with comfort. The report’s broader narrative makes clear that stability has been earned by organisations that adapted — that revisited their fundraising mix, invested in digital channels and treated economic pressure as a prompt for change rather than a reason for retrenchment. Those that proactively adapted, the report notes, showed stronger growth than those that did not.
Digital maturity: the unfinished project
The report places the sector’s digital maturity at 5.8 on its scale and observes that most organisations have not yet achieved fully connected systems. In practice, this means donor data in one place, volunteer records in another, programme outcomes in a third, and a great deal of human effort spent reconciling them.
Disconnected systems impose an invisible tax. They slow acknowledgements, obscure the full relationship a supporter has with an organisation, and make impact reporting laborious. Connecting them is rarely glamorous work, yet it is among the highest-return investments a small charity can make.
What prudent leaders are doing now
- Diversifying revenue deliberately, so that no single source — a gala, a grant, a major donor — carries the organisation alone.
- Investing in monthly giving, which smooths cash flow and deepens relationships.
- Connecting data before adding tools, because a new platform on a fragmented foundation merely adds another fragment.
- Building a culture of learning, in which staff are encouraged to experiment, measure and share what works.
The sector is resilient. The task now is to ensure that resilience does not depend on the exhaustion of the people who sustain it.
Cet article est un commentaire et une réflexion personnelle, et non un reportage d’actualité. Les faits et chiffres proviennent des sources publiques indiquées ci-dessous; les opinions exprimées sont celles de l’auteur.
Mettre ces idées en pratique
Si un article vous a interpellé, parlons de ce qu’il pourrait signifier pour votre organisation.
Engager la conversation