Asha Raheja MBA, CPA, CMA

Introducing the authors behind our new whitepaper, "Development & Regulatory Activities to De-risk & Support Your Fundraising Strategy," created in collaboration with Toronto Stock Exchange. - In this whitepaper, Scendea's Dr Dmitry Zamoryakhin, MD, MBA, MFPM, Meredith M., Ellen W., Erik Doevendans, and Toronto Stock Exchange & TSX Venture Exchange's Omar Khafagy, CFA, delve into the global investor landscape for startups and essential factors driving capital raising in Canada's life sciences sector. - Read and download the whitepaper today: https://lnkd.in/gH2vFyC5 #DesriskInvestment #TorontoStockExchange #CanadianInvestment

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What’s new at the IPC tribunal? At our From Insights to Impacts: MFIPPA/FIPPA Workshop, participants heard updates to tribunal policies and procedures. For professionals working with MFIPPA and FIPPA, these changes matter. They clarify expectations, reflect recent improvements to our practices, and outline what parties can expect when appearing before the tribunal. Watch the session recording to better understand how these updates may affect your work. https://ow.ly/PQJK50YojrR

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Canadian charities and associations are facing growing pressures—higher demand, tighter budgets, and capacity constraints—and AI can help if it’s deployed with clear use cases and strong governance. This article outlines practical ways nonprofits can use AI to reduce admin load, improve fundraising and reporting, and support staff—while managing privacy, bias, and reputational risk. #AIForNonprofits #OperationalEfficiency #CapacityBuilding #ResponsibleAI #NonprofitLeadership #CanadianNonprofits https://lnkd.in/gX9cZZZU

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Government oversight and regulatory scrutiny should entail extensive public disclosure to ensure that fundamental changes to long-standing institutions (such as Credit Unions) are in the public interest. The Canada Gazette reveals a wave of mergers and continuances across Canada’s financial sector—changes that will reshape the banking landscape for millions of Canadians. As the Gazette itself states, Innovation Federal Credit Union and ABCU Credit Union Ltd. intend to file a joint application “for the Minister of Finance to issue letters patent… continuing the Applicants as one federal credit union” with an effective date of April 1, 2026. This is not an isolated event. The same publication includes notices of major consolidations among British Columbia credit unions and among national insurance companies. These formal notices—quietly published but legally significant—signal a period of rapid consolidation. As the accompanying analysis notes, these mergers are “the quiet, public declaration of a massive trend happening behind the scenes,” one driven by scale, technology costs, and regulatory pressures. But consolidation also carries risk. When mergers are led by leadership teams with histories of governance failures or complaints of financial misconduct, the public interest demands far more than procedural approval. It demands rigorous, independent oversight.

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The Rippling Impact of Family Philanthropy in Canada In Canada’s philanthropic landscape, few voices resonate as deeply as that of Dr. Sharilyn Hale, a national leader recognized for her expertise in family philanthropy and governance. As founder of Watermark Philanthropy Counsel and a trusted advisor to generous families and foundations, Sharilyn has long championed the belief that good governance is not just a compliance exercise—it is a creative and deeply human process that strengthens families and amplifies their collective impact. At the heart of Hale’s work is the concept of “familiness,” a term describing the social capital that arises from enduring family ties, shared values, and collective responsibility. She argues that this intangible yet powerful quality—long recognized as a competitive advantage in family businesses—is equally vital in philanthropy. By cultivating familiness, families can enhance their giving with authenticity, continuity, and unity, transforming generosity into a legacy that strengthens both the family and the community it serves. Hale also introduces the “It Depends” principle, acknowledging that every family foundation is unique. From founder-led beginnings to multi-generational cousin consortia, each stage of development demands a governance model tailored to the family’s size, structure, and decision-making style. What remains constant is the need for dialogue, inquiry, and shared learning—values that Hale infuses into every engagement. Through her leadership, Sharilyn is helping Canadian families move beyond transactional philanthropy toward transformational giving. Her work underscores that governance, when done well, is an act of care—one that safeguards relationships, deepens purpose, and ensures that families not only give together, but grow together. Family + Philanthropy: Unpacking Great Governance for Generous Familiespfc.ca

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Out today a new Policy Options / Options politiques article by Rachel Samson, myself and Gillian Petit where we slay myths about affordability and targeted income support. A lot of talk out there on how the cost-of-living crunch is “mostly perception” and claims that targeted income supports fuel inflation, discourage work, or are unaffordable/debt-financed. We walk through why those arguments don’t hold up to scrutiny and what the research and evidence actually show. https://lnkd.in/gWzGxMaP Institute for Research on Public Policy (IRPP) Jennifer Ditchburn #cdnpoli #cdneco #incomesupport #affordability

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Canada’s Charity Sector Has an Elephant in the Room 🐘 .... And It Requires Federal Policymakers to Fill the Leadership Void. Canada’s charity sector is struggling with a widening charity gap: Demand for services is rising faster than charities’ ability to respond. And it risks getting worse as Baby Boomers pass away. Most sector leaders already know this. What’s missing is a credible, strategic, sector-wide plan to deal with it. --> This is the elephant in the room: Sector leadership isn’t ignorant; It is just proving to be unable and unwilling to address its biggest strategic problems. So why can’t we just collaborate harder? Because... 1) There is no meanginful reward system for innovation and efficacy. Unlike business, we lack a profit incentive that encourages efficacy, sunsets the weak, incents innovation, and acts as a scaled measure of success. 2) No natural limit to fragmentation. 75,000+ operating charities means inevitable duplication, overhead, and silos. 3) Risk-averse institutional leadership. Many leadership bodies fear upsetting funders, losing members, upsetting staff, and possibly upsetting social media. 4) Without an efficiency mechanism, we default to storytelling, relationships, and legacy structures.... 5) Human nature becomes the operating system. Egos, protectionism, privilege, inertia, defensiveness, independence, self-preservation. 6) Governance Boards are typically staffed with volunteers, who rarely look to disrupt. They focus on the good being done, and not the good left undone. The uncomfortable implication: if the sector can’t voluntarily solve structural problems, then “self-improvement” isn’t a strategy. It’s a naïve hope. We’ve produced waves of reports, coalitions, conferences, and recommendations without meaningful strategic gains. So here’s the hard conclusion: policymakers in Ottawa need to help fill the leadership void with smart, systemic policy that forces decisions we already know we should make. - The recent increase of the disbursement quota (DQ) to 5% is an example of mandated policy addressing a voluntary shortfall which did not happen voluntarily for many foundations. One suggestion to unlock many others. Develop a self-financing Social Sector Fund. It makes for good politics: Near-zero cost to taxpayers, administratively feasible, reduces fragmented lobbying, funds real strategic execution, and is supported by key stakeholders. Learn mroe at www.SocialSectorFund.ca We can’t keep pretending the elephant isn’t there. It is a real problem which requires federal policymakers to fill the leadership void. If they do not, inertia will continue to weaken the future of the charity/social sector. #PublicPolicy #Canada #NonprofitLeadership #SocialImpact #Foundations #SectorStrategy Mark Carney François-Philippe Champagne Eric St-Pierre Anna Gainey Marc Miller André Scott Thomas Pitfield

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So proud to share this announcement. RBC’s $345,000 investment is a transformative commitment to strengthening leadership across our nonprofit sector through Pillar Nonprofit Network’s new Nonprofit Leadership Resilience Lab. This work matters. Our sector is navigating burnout, complexity, and immense community need. With RBC’s partnership, we’re building something that will support nonprofit leaders in a meaningful, equity-centred, trauma-informed way - and help strengthen the entire ecosystem across Southwestern Ontario. Deep gratitude to Gillian Burt and the entire RBC team for believing in the importance of this work, and to everyone at Pillar who helped bring this vision forward. I can’t wait to see the impact this creates for our community. #NonprofitLeadership #CommunityImpact #FundDevelopment #RBC #PillarNonprofit #Resilience Jenny Calder Tanja Wilkins Shaniece Mitchell MSc., BSc. Stephen Mattis Ann Diab, RPA Jason Barnes Maureen Cassidy Pamela Tobin Ruth Skinner Diane T.

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Trust is a verb, a process, a required condition for creativity, courage, and real change. In my work as a charitable leader, we often discuss outcomes, logic models, theories of change, scalability, and replication. But rarely do we talk about the conditions that make bold outcomes—different outcomes—possible. I have spent too many days walking a fine line between being palatable and mainstreaming my work, and deeply yearning for real change and the bold ability to disrupt the systems I work within. As I step more deeply into my work with Playful Mindset I have come to believe that we cannot support play without trust—and we cannot have deep impact in the world, advocating for children and families, unless we cultivate trust at every level of our organization and within the systems we are working in, in an active, intentional, and deeply relational way. Through trust-based philanthropy, something miraculous happens: we, as change agents and disrupters, also get to play. I'm talking about play as a mindset — a serious, generative force for innovation. It’s where co-creation thrives. It’s where people feel safe enough to take risks, imagine freely, and build what doesn’t yet exist. And none of that happens without trust. Here’s what I’ve come to understand: the values we advocate for children through play—self-agency, curiosity, creativity, collaboration—must exist at every level of the systems we work in. If we are truly committed to the transformative power of play, then those same values must shape our internal culture, our governance, and our funding partnerships. Otherwise, we risk misalignment between the world we want to build and the way we are building it. When we build trust, we make room for: ~ Self-agency — where communities and organizations lead their own narratives ~ Shifts in power — where decision-making is shared, not centralized ~ Co-creation — where solutions emerge with people, not for them ~ Risk-taking — where failure is seen as part of progress, not a threat to it Trust isn't about stepping back — it’s about stepping in with humility. It means listening deeply, making space for honesty, and being willing to repair when harm is done. It’s about investing in relationships, not just results, and being attuned to the subjective experiences of the people involved at every level. When trust is present, the conditions are right — not only for impact, but for alignment, authenticity, and lasting change. Thank you, Tamarack Institute for Community Engagement, for leading this open letter and the opportunity to get behind this very important movement. If you haven't, please sign on today. Community Foundations of Canada | Fondations communautaires du Canada Nancy Dossous Nicole Dawe Tais McNeill Rebecca Aird (important considerations in scaling the Free to Play Fund).

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Today, my colleague Rachel Stoparczyk and I attended the launch of the National Veteran Volunteerism Action Plan hosted by True Patriot Love Foundation. Canada’s charitable sector is under strain—with fewer volunteers and growing demand—while many Veterans are actively seeking purpose, connection, and meaningful ways to continue serving. This Action Plan meets that moment with a practical, scalable, and evidence-based approach. A few reflections from our vantage point: ✅ Volunteerism is more than “nice to have”. The data is clear: it is a powerful contributor to well-being. ✅ At Perley Health, we are fortunate to work alongside highly skilled Volunteer Services professionals. This is not incidental work—it requires capacity, knowledge, and expertise. ✅ If we are serious about impact, we must invest in volunteer infrastructure. Intentional systems drive meaningful engagement. ✅ Service doesn’t end with a uniform, volunteerism is a natural continuation. Veterans are wired for service and purpose; they are simply looking for the right fit. I see every day what happens when purpose meets opportunity. The impact is immediate and deeply human. Purpose in action. Strength in community. Watch. Share. Get involved: https://lnkd.in/eXgn8zsm

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Measuring is key to accountability. How else can we know if we are making progress? Our annual research on social assistance caseloads across Canada shows that we are headed in the wrong direction. More and more people are turning to social assistance, particularly in our largest provinces. Single adults are the largest group of recipients across nearly every province and territory.  This year, we also took a closer look at people with disabilities. One key takeaway: The Canada Disability Benefit (CDB) will use a restrictive definition of "disability," which means that at least 140,000 people who have already been deemed to have disabilities by their province or territory will not qualify for the CDB. Social Assistance Summaries 2024: https://lnkd.in/gDYE7btg

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It is such an exciting day to be able to finally announce this new initiative between Governance Professionals of Canada (GPC)and Ivey Business School Executive Education. This program is intended for experienced governance professionals and executives who are ready to strengthen their leadership impact and boardroom influence.

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Non-profits in Ontario can apply to Financial Services Regulatory Authority of Ontario (FSRA) for research grants to fund projects that enhance financial literacy and education.

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I always look forward to reading PwC Canada's CEO Survey. It’s a valuable pulse check on how leaders are thinking about risk, growth, technology, and long-term viability.    This year’s Canadian CEO Insights report reinforces a theme that feels especially relevant: reinvention is no longer optional. Economic volatility, geopolitical tension, and rapid advances in AI are reshaping how organizations define resilience. Many CEOs acknowledge that without deliberate transformation, long-term sustainability is at risk.     While the survey reflects private-sector perspectives, the implications for the broader public sector are equally significant.    Reinvention in our context is not about chasing trends. It is about strengthening resilience. It is about building procurement systems that can withstand trade disruption, policy change, digital acceleration, and fiscal pressure. And it is about doing so while protecting transparency and public trust.    Another insight that stood out is the continued emphasis on cross-collaboration to deliver both performance and purpose. In the public sector, that balance is foundational. We are stewards of public value. Financial discipline and societal impact go hand in hand.    At OECM, this means continually refining how we collaborate with customers and suppliers, how we integrate technology responsibly, and how we embed ESGI principles into our sourcing strategies. Reinvention is not a single initiative. It is a mindset.    The question I am reflecting on is this: In a time of constant change, what does responsible reinvention look like in your organization?  🔗 Read PwC Canada's 29th Global CEO Survey—Canadian Insights Report: https://lnkd.in/eJZBx8Uh  #Leadership #PublicSectorExcellence #StrategicProcurement #PwCSurvey #OECM #CollaborationForImpact

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So much insight here for charities and funders - the big takeaway: CICP PCPOB uncovered "a significant increase in employee turnover—primarily driven by insufficient pay, benefits, and rising burnout."

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CanadaHelps has released The Giving Report 2025. The report examines the period between 2018 and 2024 to understand how giving has evolved during a period shaped by crisis and transformation, including the COVID-19 pandemic and a series of major national and global disruptions. https://buff.ly/6AcFbCM #CanadaHelps #GivingReport #NonProfit

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Proud to share the launch of Chalmers Foundation’s $4.6M campaign for a Hybrid Operating Room at the Dr. Everett Chalmers Regional Hospital. With $3.02M already secured, we are incredibly grateful for the leadership support of the J T Clark Family Foundation, John and Pam Clark, The McCain Foundation, and Laurie Savage. As we enter the community phase of the campaign, I want to thank you for helping bring this important project closer to home for our community. https://lnkd.in/ebzaQrVd

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New blog on blended finance out today! I teamed up with Marisa Beck to unpack how Canada can better wield blended finance to help get major projects built. If you're not familiar with what blended finance is and what it can do, this blog's got you covered. And if you're a seasoned wonk and looking for details on what Canada can specifically do to improve how it uses blended finance tools, this blog also has you covered! The upshot? Canada faces a clear task: scale major projects that drive economic growth as well as emissions reductions, while minimizing the burden on public budgets. Blended finance can help Canada deliver. Building on Canada’s growing experience with blended finance deals, what’s required now is scale, coordination, and strategic direction. https://lnkd.in/gN2ek5eq

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Financial Resilience Institute is proud to publish our 2025 Impact Report, highlighting a year of progress toward our purpose, vision, and impact goals. As we grow our clients, partners and funders, we are proud of the impact we have been able to contribute to the growing financial health movement in Canada and internationally over the past year, including but not limited to: 🔹 Launching our first international study and report; 🔹 Publishing 11 free reports including our 13th, 14th, and 15th Household Financial Resilience Index Release Reports to deepen understanding of Canadians' finance health, financial resilience and financial well-being; 🔹 Expanding our library of free, publicly available tools, indices and resources for individuals and organizations to empower people to move forward. This year, we have introduced new KPIs to track our impact and are very grateful for the support and committment of Co-operators, Coast Capital Savings, Vancity, Standard Chartered, Thrive Impact Fund and many other organizations and leaders working with us to help drive systemic change. Recognition and thanks to our Board, Advisory Council, Katie Sutter, Andra Dauti for their leadership on this report. Explore the full 2025 Impact Report and see what we achieved together: https://lnkd.in/gwyHhF_R #financialresilience #socialimpact #financialvulnerability

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