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The Story

Since October of 2023, your BIG IDEAS newsletter has been surveying you, the readers, about various aspects of non-profits in Ontario. When that input is consolidated, it starts to paint a picture of the state of non-profits across the province. Below are more findings, adding to what was shared with BIG IDEAS readers in our last edition.

Enhancing Digital Capacity

Only 4% of survey respondents said their organization was implementing a strategy to enhance its digital capacity. Now, far be it from us to question the capacity of BIG IDEAS readers to answer a survey question, but this low number runs contrary to our experience when helping non-profits plan for the future. In most cases, their aspirations include enhancing their digital infrastructure. They recognize that so doing is one of the few ways available to non-profits for improving their productivity. Their main obstacle is money, although getting staff on board in using new technology can be problematic as well. We are sure more than 4% of Ontario non-profits are trying to upgrade their tech.

Open Board Meetings

Lots of people ask if there is a legal requirement to make non-profit Board meetings open for anyone to attend. The answer is no, even for members of the organization. However, members can request a special meeting of the membership if they have an issue they want addressed. Just 6% of survey respondents said their board meetings were open and we think that’s an accurate reflection of the state of the art in Ontario.

Employee Appreciation

In conjunction with an article about acknowledging the contribution of non-profit employees, we asked what methods BIG IDEAS readers used to do so. The runaway winner was “words of affirmation”. These are “verbal or written expressions of praise, recognition and encouragement”. All survey respondents said this was their preferred method. While not chosen, readers would be well-served to remember two others. First, “quality time” which is “spending dedicated time with others, creating meaningful interactions, engaging in activities together, and actively listening”. This could be as simple as having coffee or lunch together. The other is “acts of service”. Acts of service are “helpful actions, thoughtful gestures, or practical assistance”. An example would be attending a meeting on an employee’s behalf when they were too busy or had a personal commitment. Regardless of the methods you use, remember you can never acknowledge the contribution of your fellow workers enough.

The Importance of Trust

We were surprised that only 24% of survey respondents said trust is essential to a strong work culture. Perhaps this is due to our admiration for friend and colleague Val Lougheed, who built a successful Canadian rehabilitation business now called Agilec, with trust as the cornerstone. As Val observed, “People find it so refreshing and empowering to be in an environment where there is trust....they don't want to leave!” 

Reducing the Number of Staff Meetings

Periodically the idea of cutting back on staff meetings hits the headlines. Recently, two converts included Amazon and Shopify. But Ontario non-profits are smarter than their private sector cousins and have avoided that trap, an action we support. Employees like meetings where information is shared, their voices are heard and action is identified and followed up on. The challenge is to organize them effectively so those goals are achieved. And make sure you evaluate your meetings, so you know how well they are viewed and how you can make them better.

Staff Training in Mental Health First Aid

With employee mental health a growing concern, we were still surprised to learn that 20 percent of respondents said their organization had trained employees in mental health first aid. That’s a positive sign and gives guidance to those who haven’t yet taken that step.  

Ensuring Knowledgeable Board Members

Members of non-profit boards of directors must be knowledgeable of the services (or products) provided by the organization. That can be challenging. Just 13% of respondents to our survey said they arranged regular presentations from employees at board meetings to help inform the board. We actually think the number could be higher, but would admonish all organizations to include such presentations on all board agendas. As we noted at the time, they offer the added benefit of connecting board members with employees beyond the Executive Director/CEO. If your organization doesn’t arrange these kinds of presentations, it’s time to start.

Onboarding Employees

Just 12% of respondents said their organizations ensure new hires meet the Executive Director or CEO in person. This is a disappointing result. There is a significant benefit to establishing a connection between all employees and the organization’s leadership, and what better time to do so than when the person first joins? Executive Directors and CEOs who don’t participate in this practice significantly underestimate the importance and value of having a personal connection with all their employees from the outset.

Paying Board Members

Sitting on a non-profit board of directors takes time, effort and skill. Recruiting for these positions is always a challenge. One of the contributing factors is that board members are not paid to do the job. So it was interesting that 79% of survey respondents said board members should be compensated for their efforts. Can we expect a push to make this happen? We doubt it. But the results do suggest that a lot of people recognize how difficult the job of board member is and how much time it can consume.

Supervisor Performance Feedback

Only a handful of non-profit organizations give employees the opportunity to provide feedback to their direct supervisor on how the supervisor is performing in their job and ways they could improve. While acknowledging that such a practice moves into what might be considered sensitive territory, it also has the potential to make the work of the supervisor better. So much depends on that person’s receptivity. Hire people who aren’t sensitive and are open to ideas for improvement.

The BIG IDEA

There is lots of food for thought in the responses to our BIG IDEAS survey. Use it to make your organization better.

The Story

The relationship between a non-profit board of directors and the executive director is one that can vary significantly depending on the people involved. It can be good. It can be bad. In recent years, it has been represented at its best as a partnership. 

The Skinny

However, the concept of partnership runs contrary to the requirements of Ontario’s Not-for-Profit Act, which puts boards of directors in charge of everything. To fulfill their responsibilities, boards can manage the organization or “supervise management”. Many hire an executive director as head of operations, whose work the board then supervises. Supervisors aren’t partners with the person they are supervising.

So here’s another idea; call it a collaboration. When you collaborate, you work together for a common purpose, in this case the betterment of the organization. 

To make collaboration a reality, promote the concepts of:

·  clear division of responsibilities

·  mutual respect

·  constant communication, and 

·  full disclosure.

The BIG IDEA

In a collaboration, especially important is the relationship between the board chair and the executive director. They both need to personify the concepts set out above. If they do, the organization will flourish.