SUB-SECTOR: HEALTH; DISABILITY

“In response to COVID-19, the CNIB Foundation has expanded its virtual program offerings to combat social isolation and foster community engagement among Canadians who are blind or partially sighted. Unfortunately, due to the pandemic, we have been forced to cancel all of our philanthropy events, including Dining in the Dark dinners and one-of-a-kind galas, that raise significant funds for the organization. We are also concerned that the economic uncertainty will pause charitable donations made to the CNIB Foundation for the foreseeable future.”

Angela Bonfanti, Senior Vice President - CNIB

“Hope Air's central mission is to help Canadians dealing with financial challenges, with free travel and accommodation to medical care far from home.  Across all provinces, Hope Air ensures that Canadians have access to the medical care they require. The COVID-19 pandemic has created enormous financial hardship for individuals and families. Combined with the disruption to the Canadian airline industry, as well as the health care sector, much greater demand for our programs will take place in the weeks ahead. We require the necessary resources to be able to respond to this increased demand on a timely basis"

Mark Rubinstein, CEO - Hope Air

“Our small charity provides a broad range of financial, emotional and social support programs to families of children diagnosed with cancer. COVID-19 has affected the delivery of every one of these programs – for example, with our hospital visits suspended, our hospital meal vouchers and parking passes are now having to be distributed through hospital staff; individual and group emotional support is being delivered through virtual means; our family events are cancelled or postponed. Exacerbating the situation, demand for support is increasing – financial strain is greater due to layoffs, emotional stress is heightened as those with cancer are an at-risk population, accommodations for those who travel great distances to get to the nearest paediatric cancer centre are closing in response to the necessary physical isolation. We’re scrambling to still be here for these families during the worst time – a diagnosis of childhood cancer was more than enough to contend with and COVID-19 is just adding to the strain. With our own and third party fundraising events postponed and cancelled, we urgently need new sources of funding.”

Kathleen Barnard, Executive Director - Childcan, the Childhood Cancer Research Association

“Huntsville Hospital Foundation funds equipment and technology needs for Huntsville Hospital which is part of the Muskoka Algonquin Healthcare system. Many of our donors work in the service industry as we are in a vacation destination.  Many have lost their jobs or have been laid off from the COVID19 activities. We count on their donations in order to fund the hospital which also sees over double of patients during the high vacation seasons.  We cannot provide equipment to our hospital without the support of these donors.”

Katherine Craine, CFRE, Executive Director - Huntsville Hospital Foundation

"L’AQL reçoit majoritairement et traditionnellement les dons au printemps. Nos collectes de fonds printanières étant annulées, nous devons reporter les activités de financement à l’automne – une période généralement sollicitée par les dons pour le cancer du sein.

Le lymphœdème étant une des conséquences possibles du cancer du sein, nos donateurs s’en trouveront doublement sollicités. Et c’est sans compter la surenchère des activités de financement automnales qui proviendront de tout le secteur  communautaire. L’AQL est un petit joueur dans le secteur du financement communautaire, toutefois l’AQL est le seul acteur dont la mission est d’éduquer et de défendre les intérêts des patients atteints de lymphœdème au Québec. Sans une aide gouvernementale expressément consentie aux OBNL, notre organisation implantée au Québec depuis 20 ans et la première du genre au Canada pourrait devoir fermer ses portes."

Anne-Marie Joncas, Présidente - L’Association québécoise du lymphœdème

“Myeloma Canada is the only national charitable organization created by, and for, Canadians impacted by multiple myeloma. Our mission is to improve the lives of those affected by this little-known disease by empowering the community through awareness, education and advocacy programs. It is crucial that the thousands of Canadians impacted by this complicated and deadly blood cancer do not feel alone, more now than ever. At times like these, vulnerable populations – such as those with cancer and who are immune compromised - are among the hardest hit.

With all of the uncertainty and instability surrounding COVID-19, we have had to transform how we support our community – people living with myeloma, their caregivers, family and friends – and move toward virtual programming. In compliance with the federal and provincial governments to keep our community safe and healthy, we have had to either cancel or find alternate methods to run and execute our in-person programs and community events. This applies to all revenue-generating and non-revenue-generating activities. We are taking whatever measures possible to ensure our community stays empowered, informed, and connected; this is crucial for their physical, emotional, psychological health and wellbeing. We have invested in new technologies and communications platforms, increased our direct communications and messaging, made modifications to our website and more. All of this takes money, yet in the face of this pandemic, we are experiencing a sharp and abrupt decline in donations and in our ability to generate funds via our, as well as our volunteer community’s, fundraising activities.

As a non-profit organization, our donors and supporters are essential to our work. Without them, none of this exists. They fuel our programs. The impact from the loss of revenue represented by this crisis is tremendous. We, alongside Imagine Canada, are asking the federal and provincial governments to provide funds to, and invest in, the charitable sector, so that we can continue to take care of our most vulnerable populations.”

Martine Elias, Executive Director - Myeloma Canada

"I work for Red Roof Retreat a Niagara Region charity that provides respite and recreational programs to children and young adults with special needs. Due to COVID-19 we have had to close down our programs and lay off all staff. Our specials needs population is at high risk of contacting COVID-19 and due to their pre existing health conditions could be deadly to them. We would not take that risk so having to close down our programs made the most sense for the safety of everyone.

With our programs not running and our fundraisers cancelled we have no source of income coming through to help pay our front line and office staff. COVID-19 is having a huge impact on our charity and it deeply worries us as to if we can recover and can continue to provide our essential respite programs to our clients and their families. However if there is a relief fund to help us get back up and running when the pandemic has passed that will help us tremendously!"

Steffanie Bjorgan, Executive Director - Red Roof Retreat

“During a pandemic, it’s all too easy for social distancing to turn into profound isolation for people with disabilities. Charitable programs that promote independence, inclusion and connection are more important now than ever,” says Len Baker, President and CEO, March of Dimes Canada. “Organizations like ours are counting on public and government support so we can keep pace with this changing situation, and be there for our community in innovative, new ways.”

Leonard Baker, President and CEO - March of Dimes Canada

“As is the case for most, Special Olympics Canada, with its 12 Provincial/Territorial Chapters, has suspended all activities across the country for more than 49,600 individuals with intellectual disabilities and 22,000 volunteers – including weekly sport programs, competitions and

fundraising events – due to the COVID-19 pandemic.

Our athletes are particularly vulnerable right now. For many of them, Special Olympics is not just about sport, staying fit and healthy, but also about providing a social network, a sense of belonging and a valuable source of stability – all essential to their mental and physical health. As we adapt to this new reality of social distancing, please remember that Canadians with an intellectual disability are more isolated than ever. During these unprecedented times, we are adapting and have expanded our virtual program offerings to combat social isolation and foster community engagement among our athletes and volunteers. Ensuring our athletes remain safe, healthy and active at home, while feeling connected and supported is our greatest priority.  The cancellation of all fundraising events across the country, which raise significant funds for community program and competition delivery, will have a substantial impact on our organization in both the short and long term.”

Sharon Bollenbach, CEO - Special Olympics Canada

“Covid-19 has forced Canadians indoors, which has led to more sedentary behavior and a deepening of our country’s inactivity crisis. Now more than ever, physical activity needs to be a vital part of everyday life for Canadians of all ages so they can benefit from its multiple cognitive and physical health benefits.

As Canada’s premier physical activity brand, ParticipACTION has been helping Canadians sit less and move more since 1971, through innovative initiatives and thought leadership such as our Report Cards on Physical Activity for Children & Youth. Although much of our work has been profoundly changed or curtailed in response to the new reality we find ourselves in, we stand alongside Imagine Canada in asking the federal government to continue to support our sector, so that we can continue to encourage, guide and assist Canadians to remain active and healthy during a time of unprecedented stress for all us.”

Elio Antunes, President & CEO - ParticipACTION

SUB-SECTOR: SOCIAL SERVICES

“The last few weeks have seen a dramatic reduction in services for children and families in vulnerable situations. Many organizations who were offering family enhancement and prevention programming have either shut down programs or moved services online. We are very concerned for the safety and well-being of children whose families were already coping with multiple difficulties (e.g. addiction, intergenerational trauma, family violence, food insecurity) in a context of poverty.”

Rachel Gouin, Executive Director - Child Welfare League

“We’re already seeing the dramatic impact and challenges COVID-19 is putting on the food bank network in Canada. I’m impressed with the devotion and ingenuity of food banks, working tirelessly to provide the much needed food for those living in poverty. And, for now, they are doing it despite COVID-19 challenges like drastic reductions in volunteers and local food donations in addition to having to modify their operations for social distancing. But they need help – which is why we are appealing to the public to donate on our website. In a country that sees 1.1 million visits each month to a food bank in normal times, we are concerned for what’s ahead as the economic situation worsens and more people lose their jobs.”

Chris Hatch, Chief Executive Officer - Food Banks Canada

“At Big Brothers Big Sisters of Toronto, we have been working to provide positive, caring adults in the lives of kids in Toronto who face unprecedented adversity during this time.  This support is not only for the child for the families who are suffering at this time of crisis. Kids are afraid and our BIG brothers and sisters are there to provide the support and comfort that they need.  We are doing our best to mitigate risk during this crisis, however, with our spring fundraising season cancelled, it will be difficult to keep going.  We are focused on 3 things: 1. Prepare for Now by making sure the Littles that we have in match are safe and reassured that their future is protected.  2. We are Response Ready to share the powerful stories of how our BIGS are heroes to the kids who would feel lost otherwise and 3. Emerge Stronger to serve more kids in Toronto who are in desperate need of positive adults in their corner once the crisis has passed.  This is where we need help.  Big Brothers Big Sisters will be there as part of the “emergency response” after the front lines pack up.  We need to be ready.  Please help.”

Leanne Nicolle, President and CEO - Big Brothers Big Sisters of Toronto

“The Cridge Centre for the Family serves over 2000 vulnerable people a year, from children and young families, to brain injury survivors and women leaving intimate partner violence to seniors and families with a child with disabilities. Most of them struggle financially, emotionally or physically and are considered at risk for a plethora of issues such as poor mental health, food insecurity, child welfare concerns, addictions and homelessness. A crisis such as COVID magnifies their struggles dramatically. Our already full Cridge Transition House for Women is expecting an increase in women needing safety and shelter. Our families who struggle daily to care for children with disabilities have suddenly lost their support network and have no one to call for help. Our young families with children are living without their community supports for childcare, mental health and parenting supports. All of our clients are struggling with food insecurity, isolation and lack of supports.

Meanwhile, as an organization, we are trying to provide as many of those supports as we can while dealing with staff shortages and a quickly dwindling supply of protective wear. Our staff are anxious and overwhelmed, and yet still are doing their best to serve their clients with compassion and love, all the while worrying about their own families.

The situation is becoming increasingly difficult. Isolating sick clients in a group living situation will be incredibly difficult and will likely be ineffective in stopping the spread of the virus. While we have contingency plans in place, we recognize that an outbreak in our programs will be a crisis that will cost us dearly in human life, staffing and resources. While many businesses are closed and governments are telling people to stay home, our staff are amongst the essential workers who cannot abandon our clients, so many of whom require 24/7 support.”

Joanne Linka, Manager of Communication and Fund Development - The Cridge Centre for the Family

“One of the serious barriers that we regularly encounter is the lack of computer skills among the general population. It’s not just our clients; low levels of general computer literacy is a broad-based problem among even skilled workers. It has been a great challenge migrating our own operations to a remote environment, and we worry that this problem is going to have serious additional implications for the charitable sector and Canada’s economic outlook as we migrate to working from home during the Covid-19 crisis.”

Morag Carter, Executive Director - Greater Trail Community Skills Centre

“Having a fund specifically set up for registered charities and not for profit organizations would be invaluable. As a member of senior management I see and hear daily about the loss of services during this time. Our organization primarily serves older adults and seniors. Many of the folks that we serve are isolated with no way to connect with others in a safe manner during this pandemic. Our staff are doing all they can to call each member weekly as well as providing online opportunities. However, this will become a nearly impossible task as we have had to lay off virtually all staff.  Any help for this sector would be greatly appreciated by our staff and service users. Also having a clear and easy way to apply for grants and/or benefits would be appreciated as the current system of searching is taking time away from doing what we can to support some of the most vulnerable in our community. Thank you in advance for your support of the charitable and nonprofit sectors.”

Carol Turnbull, Executive Director - Cook Street Village Activity Centre

"As a member of senior management I see and hear daily about the loss of services during this time. The Cook Street Village Activity Centre is an organization which primarily serves older adults and seniors. Many of the folks that we serve are isolated with no way to connect with others in a safe manner during this pandemic. Our staff are doing all they can to call each member weekly as well as providing online opportunities. This only works for those that have a computer at home. There are many of our members and centre users that do not have these luxury items and this increases their isolation and loneliness during these difficult times. Every day when calls are made our folks ask when their beloved centre will reopen and what they can do to make this happen as soon as possible because the centre is such a lifeline for them. However, these calls will become a nearly impossible task as we have had to lay off virtually all staff and remaining staff are now making these necessary phone calls. "

Carol Turnbull, Executive Director - Cook Street Village Activity Centre

“The families and children we serve at The Children’s Book Bank need our books, even in this unfamiliar period of social isolation when we are only venturing out to access essential services. Unfortunately, essential services do not include libraries, book stores, The Children’s Book Bank, or community organizations which support family literacy. It’s hard to accept because we know just how essential reading and books are: they are truly sustaining elements of our daily lives.  Books amuse us, teach us, transport us, connect us, and help us through difficult times. And these are surely difficult times. All of us need to read books now more than ever.  Our staff and willing volunteers are doing their very best to continue to stay connected with our partners throughout the city of Toronto which distribute our books and with the families, teachers and children we serve at our storefront location in the Regent Park/St. James Town neighborhood.  We’ve had conversations with front line workers at hospital clinics, shelters, and food banks as well as with school administrators. The takeaway from these discussions and from messages we've received is that the need for books remains, stronger than ever.  We've got our first delivery planned for today in partnership with Building Roots, a food security organization located in the near-by Moss Park neighborhood. We'll keep looking for more viable delivery alternatives. And in the meantime, we're doing our best to regularly engage through social media.”

Mary Ladky, Executive Director - The Children's Book Bank

“QMUNITY is BC's queer resource centre. We are very concerned about the impact of the virus on LGBTQ2S+ communities and people. A significant portion of our income comes from individual donors and events, which are in jeopardy. This cannot be the time when we are forced to abandon services and lay off staff. We strongly support Imagine Canada's efforts to support the charitable sector.”

Timothy Agg, Interim Executive Director - QMUNITY

SUB-SECTOR: VOLUNTEERING

“Volunteer engagement, within the context of a public health crisis, raises many questions as organizations assess the evolving risks and needs in our communities. For many volunteers, volunteering has provided an important connection to the community and has contributed to a sense of purpose. Staying away can be difficult, especially for those living alone. Many organizations are reaching out to volunteers to check-in and pay attention to the risks of social isolation.”

Paula Speevak, President and CEO - Volunteer Canada

“The non profit sector relies on its volunteer partners and volunteer engagement professionals to thrive and succeed.  For 12 million Canadians, volunteerism is an act of civic engagement, personal expression and a belief in Canadian values.  Volunteerism, by its nature, is rooted in connectivity for the health of a community and is led by volunteer engagement professionals who galvanize individuals and groups in our communities daily.  At a time when the health of the community depends on people staying away from each other, most acts of volunteerism like many other activities have come to a stop.  When vital programs and services are no longer being offered by volunteers, this means opportunities that give people a sense of belonging, increase their employability, prepare them for post secondary learning, enable high school graduation, help with making new connections in a new country and learn new languages to name a few are also lost. Volunteer engagement professionals are making efforts to keep volunteers engaged, to check on their health and well being and to ensure that they continuing stewarding their partners as we work towards a post COVID-19 world.”

Faiza Venzant, General Manager Volunteer Development - YMCA of Greater Toronto and Board Member - Council for Certification in Volunteer Administration

“The Voluntary Sector is the heart of the community. In Lethbridge, we are reminded of the value that connection and purpose have as being integral to collaborative efforts that serve the overall community. To have a structured process that effectively and efficiently connects all sectors would impact every community to proactively respond in the time of a crisis. Resources have been pulled together in timely order, paving the way for development that will lead us into the future. Local Volunteer Centres are a resource that does cross all sectors, together we will become more impactful to bring structure to a connected community.”

Diana Sim, Executive Director - Volunteer Lethbridge Association

“Volunteer Centres like Volunteer MBC (Mississauga Brampton Caledon) are the community conduit for good. We connect thousands of residents to social purpose organizations to respond to the most pressing social issues together. Volunteers contribute countless hours, injecting millions of dollars into the Canadian economy to help non-profits deliver vital services, creating a win-win because they gain just as much in the process.

Volunteer Centres are needed more than ever during a time of crisis to coordinate volunteer efforts in a safe and controlled environment, yet most receive no Federal or provincial (Ontario) funding to support our core operations, leaving us to rely on our own fundraising and social enterprise efforts to sustain our organizations. Those opportunities have now all but disappeared and many of us will not be able to weather the storm without government support.”

Carine Strong, Executive Director - Volunteer MBC

“Our network and these organizations are made up of talented, skilled individuals who care deeply about an organization’s cause or mission. The question on the mind of an organization is, “How can we support our staff during this time of uncertainty?” Many are concerned over losing their key staff and how to float salaries while operating with reduced or even cancelled programming. To another extreme, some organizations are concerned for the health and safety of their staff as they put in long hours in conditions that put them at risk. People are at the heart of the nonprofit and charitable sector and the sector needs help to provide stability and retain its staff.”

Gemma Dunn, Executive Director - Edmonton Chamber of Voluntary Organizations

SUB-SECTOR: ANIMAL WELFARE; ENVIRONMENT

“Humane Societies, SPCAs and Animal Shelters across the country are closing to the public, reducing services and preparing for an increased demand. We expect the need for our sector’s services and associated expenses will continue to climb, with no corresponding revenue streams. An immediate and steep decline in donations has led to significant reductions in staff and services. Our sector is anticipating increased animal surrenders due to economic stress, increased animal protection calls, increasing reliance on pet food banking and high need for compassionate boarding for people quarantined, hospitalized or fleeing increased violence in the home. Our shelters are struggling without adequate resources including Personal Protective Equipment and hand sanitizer, as well as not being deemed essential services. We are concerned this will create a perfect storm that could significantly impact the animal care and protection system in Canada.”

Barbara Cartwright, CEO - Humane Canada

“We’re bracing for the impacts that COVID-19 will have on our ability to deliver critical conservation work across the country. Amid this crisis, serious threats to our land, water and wildlife—as well as to our climate and our communities—remain. They demand action. Unfortunately, significant reductions in fundraising and revenue generating opportunities is debilitating for conservation charities. When considering all the important aspects of our lives that require protection and investment during this uncertain time, we must ensure that the environment is one of them.”

Karla Guyn, Ph.D., Chief Executive Officer - Ducks Unlimited Canada

SUB-SECTOR: EDUCATION

“Colleges and institutes work side-by-side, each and every day, with thousands of charities and not-for-profits in urban, rural, Northern and remote communities from coast to coast to coast.  The members of CICan fully recognize the vital role these organizations play in Canadian society and frequently partner with them to offer training and support to people facing a myriad array of challenges and difficult circumstances.  On behalf of the 140 post-secondary institutions we represent, I offer my strong support for the call by Imagine Canada that the government address the urgent needs of these crucial organizations, during a time when the work they do is more important than ever.”

Denise Amyot, President/CEO - Colleges and Institutes Canada

“As a national not for profit, with provincial and territorial offices and local chapters across the country, providing direct services to individuals with learning disabilities, families and professionals, our network has been decimated financially by the pandemic COVID-19. Many tutoring programs, conferences, GED classes, parent workshops, fundraising events and many more have had to be cancelled. These activities are the cornerstone to generate revenue and the existence of the Learning Disabilities Association network. For some, access to the technology needed to re-tool has been difficult and does not suit our many diverse learners. Many will have to close their doors if needed funding is not available. A disastrous effect of COVID-19 for our vulnerable population!”

Claudette Larocque, Executive Director - Learning Disabilities Association of Canada

“Due to school and community closures as a result of COVID-19, thousands of children across Canada are missing out on formative early childhood education enrichment experiences. Scientists in School’s hands-on, inquiry-based workshops inspire children to become the next frontline health workers, researchers, technologists and scientists – just a few of the STEM workers that are essential in critical times like what we are facing today – and equip them with the confidence and 21st century skills urgently needed in the workforce of today and tomorrow. Scientists in School is one of the many Canadian charities that have indeed suffered a grave fiscal loss as a result of the virus, and we are devastated that our more than 300 frontline workshop presenters are out of work for the foreseeable future until schools and communities re-open again. We are calling on our elected officials to support Canadian charities during this unprecedented time so that our country’s charitable sector workers can continue to proudly serve our communities and make a positive difference for all Canadians.”

Cindy Adams, Executive Director - Scientists in School

“Our small foundation supports the third largest publicly funded school board in Alberta.  We provided learning enhancements through grants for the 58,000 students and 116 schools in the district. COVID 19 has decimated our ability to fundraise, the provincial government has just forced a layoff of 25,000 critical positions in education.  Our foundation is sought after to provide learning enhancements that are crucial at this time of social distancing such as Chromebooks and iPads. These learning tools help students connect with their virtual classrooms; students who may not have portable devices or internet capabilities in their homes.  Education is the cornerstone of our economic recovery, we must be able to support it.”

Janet Lymer, Executive Director - Calgary Catholic Education Foundation

SUB-SECTOR: JUSTICE

“Like so many other NGOs, the issues and impacts related to COVID19 have had considerable effects on the services and operations of The National Associations Active in Criminal Justice (NAACJ). Although it is early days, the reliance on NAACJ to maintain connections, information and support among its membership in the not-for-profit sector, and to serve as a liaison with federal government partners within social and criminal justice, has increased significantly.  Both members and government partners look to NAACJ for accurate, timely information and trends - - no small task given the changes and uncertainties we are seeing across the country every day.

It has been a particularly confusing time for national organizations across the country that work with correctional systems that have suspended prison visitation, volunteer programming and in-reach across the country.  Professionals, NGOs, advocacy groups, families and children of prisoners become particularly anxious about the safety and well-being of their loved ones behind bars without the access to penitentiaries they are accustomed to. Not to mention the 14,000 prisoners in federal custody who cannot self-isolate effectively, and lose that personal connection to family and community that is so important for everyone, on both sides of the walls.

One of NAACJ’s member organizations, Circles of Support and Accountability Canada (CoSA Canada) works with people in the community who are trying to live a positive, crime-free life after incarceration.  CoSA does this, in part, by holding regular Circle meetings among volunteers and their clients, who are referred to as Core Members.  Today, there are 15 grassroots agencies across Canada coordinating upwards of 650 volunteers working with 145 Core Members.  But physical distancing means 145 Circles must now find the ways and means to hold several meetings per week by technology.  Even if each Circle could afford the cost of web-conferencing, many Core Members and parolees have legal conditions that restrict the use of cell phones or the internet. So how do they obtain support? Like so many other direct service providers, CoSA staff and volunteers are working with partners to find creative solutions, and to support each others' resilience and mental health; but the infrastructure, capacity and resources were scarce to begin with, and have only increased with the pandemic.

When speaking about the additional effort, time, creativity and coordination to continue meeting people’s needs in the face of restrictions as a result of COVID-19, Kathryn Bliss, Executive Director of CoSA Canada, quite aptly said that the public health crisis "throws the balance of the sector off.”

Susan Haines, Executive Director - The National Associations Active in Criminal Justice (NAACJ)

SUB-SECTOR: ARTS & CULTURE

“The biggest challenge is we don't know how long this will go on - when we will be in a position to earn revenue and fundraise again. We have to ask what a new normal state of operations will be going into the future. What is the size of staff and programming that we will be able to sustain given a decrease in audiences and fundraising?”

Claudette Leclerc, CEO - Manitoba Museum

“The concern for us is the uncertainty of an end point allowing us to continue our programming. Our revenue base is dependent on programming and ticket sales all of which during our busiest time of year have become zero. We incur many of our program expenses prior to the start of our programs. We already have sunk costs for our programming throughout summer 2020 and we are generating no revenue to off-set it. As an organization we do not have the capacity to sustain four to six months of minimal revenue.”

Jeffery Crane, Executive Director - Original Kids Theatre

“As a long term member of the non-profit community, both as an employee and board member, I encourage the Federal Government to give serious consideration to Imagine Canada’s request for significant support of the entire non-profit sector to ensure its continued viability that supports and enriches the lives of all Canadians.”

Jim Campbell, Development Director - Calgary Philharmonic Orchestra

SUB-SECTOR: SOCIAL ENTERPRISES

“Our most vulnerable populations are more marginalized than ever, with social distancing, social isolation, decreased food security, and overall economy uncertainty compounding their current challenges. We know that we will be facing more restrictions and more uncertainty in the coming days and weeks ahead, and our organization will continue to provide as much support as is possible – and safe – to offer youth and young families in our community. However, the needs of vulnerable youth will continue to grow and we will be forced to make hard decisions about how to support them based on decreased capacity and uncertain funding and economic futures. As Governments of all levels work to make additional and emergency funding available for the charitable sector, we hope to see flexibility in current funding agreements to allow organizations to respond directly to the current pandemic and to properly support and care for clients during this public health crisis.”

Sheldon Pollett, Executive Director - Choices for Youth

“I think the first shock waves are here, we know the next few months will be crisis response and short term interventions and survival. But I am now starting to really worry about what will be the long term sector impact? We all need to hold hope, and begin very soon to co-create a plan for the future of a more resilient and effective community non-profit and social enterprise sector…”

David LePage, Managing Partner - BuySocial Canada

“The community sector has always responded in times of crisis. There are three areas of concern right now. First, it's never been more important to support our community organizations by investing into front line staff. Making strategic investments into staffing will ensure our most vulnerable neighbours have the support, services and resources they need to navigate through the challenges brought about by COVID-19. With these unprecedented times upon us, it is also critical for the Federal Government to invest in the charitable sector by ensuring investments into critical resources can be rapidly deployed to the front lines. A system-level response will ensure timely and efficient access to vital front line services for our most vulnerable neighbours. Finally, it’s crucial to recognize that social enterprises make significant economic and social contributions to their communities. It is imperative that the Federal Government include social enterprises that are negatively impacted to ensure that they have the financial resources to continue operations and meet their social obligations.”

Douglas Pawson, Executive Director - End Homelessness St. John’s

“In Quebec alone, 8400 enterprising non-profits generate over $8.6G dollars every year. Non profit organisations that do not sell goods or services nonetheless have to pay salaries, rent and sometimes mortgages even while all of their activities (and therefore sources of funding) are suspended. In all cases the closure of these organisations threatens the economic and social wellbeing of millions of Canadians, particularly if it is permanent. From cultural organisations forced to close their operations, to homecare and childcare organisations forced to operate at reduced capacity, to organisations that integrate people far from the labour market, the loss of these essential local services would be economically and socially devastating.”

Béatrice Alain, Executive Director - Chantier de l'Économie sociale

“The five Goodwills across Canada, which employ over 3,500 people, have been dramatically impacted by COVID-19. Social enterprise is the primary way we all fund our mission work.  Our thrift stores, contract services, and food service divisions intentionally hire people with barriers to employment, such as those with disabilities, those leaving the criminal justice system, youth, older workers, and newcomers, many of whom would be on social assistance without their opportunity at Goodwill.  Those same enterprises are Goodwill’s primary funding source for our mission service delivery, which is providing community Employment Services, connecting employers with job seekers and job seekers with employment.  Last week over 2,500 of our staff were given layoff notices.  These are among the most vulnerable in society and the loss of full income will be devastating for them.  Their layoffs, and the loss of virtually all of our social enterprise revenues, is devastating for us.  Social enterprise has high fixed costs, such as leases, which will soon be unaffordable without revenue.  Many landlords are not negotiating.  Without sector-specific relief, the sector will simply not survive to be the critical part of the social safety net that is needed now more than ever.

Kelly Duffin, President and CEO - Goodwill, The Amity Group

“Funding support for the sector should include consideration and help for the challenges new up- and-coming organizations, like Civil Protection Youth Canada (CPYC), are facing.

As the Covid19 crisis reinforces the need for collective disaster readiness, new programs such as the one we are offering to strengthen individual-and community resilience and build capacity to adapt to the effects of climate change, are more relevant than ever before.

A full year of unpaid hard work to develop a social enterprise strategy that will sustainably allow youth to be actively integrated into the capacity development of disaster resilient communities, has been heavily impacted by this unprecedented situation.

As a young start-up at the beginning stages with little to no revenue or funding, a small volunteer team and a huge workload, this sudden need for change of direction has tremendous impact on our operational plans and on the program, we were preparing to roll-out this summer.”

Eva Cohen, Founder & Principal, Civil Protection Youth Canada (CPYC)

“Habitat for Humanity GTA is a thriving social enterprise that, to date, has built over 22 communities across the GTA equating to over 420 homes. These homes have assisted over 1500 parents and children to have the strength and stability of their own home. We have built a pipeline through which we can build another 25 communities and 400 more homes in the next 5 to 6 years. BUT … our operations are fueled not by government funds, but by our 13 ReStores, the revenues of which pay our staff. The closure of the ReStores has virtually eliminated our operating funds leaving us with no recourse but to put the majority of our staff -- many of them who themselves are lower income retail workers -- on temporary lay-offs. Of necessity, these lay-offs also include the majority of our fundraising staff. In parallel, we hold the mortgages for 307 Habitat homeowners. As of March 26, close to 20% have requested temporary mortgage relief -- another cash burden created by the COVID-19 crisis. We came into this crisis in a very strong position and poised to make an even bigger impact on the vital challenge of affordable housing -- but COVID-19 has required us to skid to a halt on the very issue that is at the bedrock of healthy communities:  safe, decent housing. The ability to access emergency funding would enable us to minimize lost momentum during this unprecedented time and leap back into action as soon as it is safe to return to our stores and build sites with community volunteers.”

Ene Underwood, CEO - Habitat for Humanity Greater Toronto Area

“CommunityWise is a nonprofit hub that exists to support and strengthen diverse grassroots groups and nonprofit organizations through our central location in the Historic Old YWCA Building…. Our members are small organizations that dedicate themselves to peer support or advocacy around marginalized populations and issues. According to our 2019 member survey, 61% of our members reported having annual budgets of less than $50,000. This statistic obscures the fact that a large portion actually have annual budgets of less than $15,000 and are entirely run by volunteer support.

In response to COVID-19, we decided to close our building to the public and suspend community space rentals in order to limit the potential for community spread. Consequently, we immediately took a financial hit, as one of our core sources of operating revenue for the hub is rental income. Not only that, but overnight, in-person addiction recovery groups had to be put on hold and counselling services were made much more difficult. 2SLGBTQQIA peer support groups had to be suspended and refugee sponsorship work became nearly impossible to do. We also know that some of our smallest members will be the hardest hit over the long term due to their own declines in revenue from community donations and events.

Erin McFarlane, Organizational Development Coordinator - CommunityWise Resource Centre

“We have temporarily suspended our operations as a furniture bank. Normally we provide essential home furnishings to 40 homes a month. We access the available supply of surplus quality furniture , keeping it from the landfill, and furnish homes for people in need. We can't guarantee social distancing, or disinfecting items to provide a safe environment for our staff, furniture donors or vulnerable clients. We still have bills to pay while we're closed and we are concerned about when or if we can re-open.”

Vikki Stevenson, Executive Director - HomeStart Foundation

SUB SECTOR: NETWORKS

“Community organizations are incurring additional costs to adapt to public health requirements while continuing to deliver essential services connecting vulnerable Canadians with the resources they need. Social enterprises, co-ops and other forms of citizen engagement and mutual-aid will be critical to community well-being and to the recovery afterwards.  We strongly support Imagine Canada’s recommendations, which should be a central part of the federal government’s COVID-19 response.”

Michael Toye, Executive Director - CCEDNet

“The community sector is central to the economic and social well-being in every community in Newfoundland and Labrador. In addition to providing services for seniors, youth, persons requiring support and mental health services non profits are often the primary life line which enables volunteers as well as employees to meet such needs. The sector is an important economic generator enabling small businesses to exist. Our research indicates that the community sector is a major employer with at least 16,000 people employed in nonprofit organizations [in Newfoundland alone], yet many are fragile operating on a month to month basis. Many young people are employed during the summer months by nonprofits which enables them to help pay for their education. The sector is also fundamental to tourism, theatres, museums, and cultural endeavours all of which generate revenues which flow into the economy. All these organizations are driven by volunteers. The Community Sector Council of Newfoundland and Labrador recognizes that governments at all levels are navigating our country through unbelievably challenging times. We acknowledge the incredible efforts being made by our elected and bureaucratic officials. We encourage you to recognize the absolutely essential role of  the nonprofit sector as you move forward to help secure our country and we extend our services to aid in any way possible.”

Penelope M Rowe, CEO - Community Sector Council Newfoundland and Labrador

“Over the past few days, ONN has heard from countless organizations that are facing a “triple whammy” - an abrupt loss of revenue from the cancellation of fundraising events and a steep drop-off in donations; the closure of offices and cancellation of programs/services due to pandemic restrictions; and unprecedented human resource challenges in terms of both paid staff and volunteering and donations. Arts organizations are having to cancel shows, recreation centres have been shut due to the state of emergency, and front-line social services and residential homes are struggling to provide services safely without access to adequate testing and personal protection equipment (PPE). Catering, courier, and retail social enterprises that employ people with disabilities have had to close up shop. Food banks have two weeks of supplies left, at most. The situation is dire. Many nonprofits do not know how they can continue to pay staff and are beginning to lay off workers. ONN’s own 2019 State of the Sector survey showed that almost half of Ontario’s nonprofits do not have adequate reserve funds to last three months. We are deeply concerned about the impact of COVID-19 and the related economic downturn on our sector and the communities we serve. We hope that governments at all levels, as well as other funders and donors, will step up to ensure that nonprofits and charities can continue to meet their missions and serve their communities in these extremely challenging times.”

Cathy Taylor, Executive Director - Ontario Nonprofit Network

“Non-profits and charities in BC are on the front lines, holding relationships with the most vulnerable in this unprecedented time and doing all they can to protect and support communities across the province. But these same, vitally important organizations are struggling to keep their doors open, and meet payroll to keep staff safe and in place. Even if a non-profit has an operating reserve, spending it now means putting off closing their doors. Civil society – social services, arts and culture, family support, transition houses, seniors centres, counselling and referral, volunteer centres and programs – we are the third sector and without us the economy and communities will fail. We are the frontline and we will falter without support.”

Alison Brewin, Executive Director - Vantage Point

“Nonprofits and charities in London and the region have seen a drastic increase in the need for their services with significant reductions in revenue, cancellations of programs and events and layoffs to staff. Further, we have seen the over 100 social enterprises in our community who rely on the sales of products and services like all small businesses have their ability to earn revenue cut to nothing. The nonprofit sector is a social and economic driver in every corner of this country and immediate attention to address its ability to continue now and to be standing as we come through this COVID-19 is critical to the health and resilience of communities.”

Michelle Baldwin, Executive Director - Pillar Nonprofit Network

“Within only a few days nonprofits in Saskatchewan have had to manage through a myriad of challenges and are struggling to balance between providing safe programming and protecting their staff and volunteers. Many programs and services have closed and in some cases then had to re-open on very short notice (particularly child care centres to support essential services workers). Revenues lost through the closure or cancellation of fee-generating programs, fundraising initiatives and social enterprises is inestimable at this time. With more than 30% of nonprofits with fewer than 3 months of cash reserves the ability of these organizations to continue is questionable. Many funders are indicating they will be flexible and supportive in the short term however uncertainty in the longer term is present, and particularly what resources will be available to support a timely recovery when programs are able to re-open. While organizations are being creative in developing alternate and safe means of program delivery, managing human resources is becoming especially problematic within this environment. Relief funds are beginning to emerge to support communities and the sector, however demand is increasing and particularly to support those who are most vulnerable, ensuring food security, shelter, and social supports.”

Tracey Mann, Chair - Saskatchewan Nonprofit Partnership

“Our mission is to stimulate a world of generosity and positive social good through fundraising best practices. There is no doubt that COVID-19 has had and will continue to have a significant impact on our work and the work of our members. We recently made the decision to switch our conference to a completely online event (AFP ICON VIRTUAL) and we know our chapters are considering similar options for their events. The work of our members—professional fundraisers—provides vital funding that makes a big difference in our communities. With the cancellation of fundraising events, the reduction of individual and corporate giving, our members are certainly feeling the impact of this crisis. We anticipate that it will have a long-lasting impact not only for our sector, but for all those who are served by the charities across our country.”

Lisa Davey, Vice President - Association of Fundraising Professionals Canada

“We are hearing concerns from the Sector about funding and being supported during this time. Not many in the sector have reserve funds that can carry them for long and fundraisers have been and will continue to be cancelled.”

Sandra Oakley, Co-chairperson in the Executive Board - Manitoba federation of nonprofit organizations

SUB SECTOR: FOUNDATIONS

“We’re bracing for the gendered impacts of COVID-19 on women, girls, and trans and non-binary people in Canada. For instance, research and past evidence suggests that women could face spikes in gender-based victimization, overwhelming unpaid caregiving and economic stress, and lowered access to life-saving help such as domestic violence services. Some will be at greater risk, including migrant women, street-involved women, and women who are incarcerated and institutionalized. An initial survey of some of our anti-trafficking service providers has revealed that almost all of their face-to-face services have ground to a halt. This puts very vulnerable women in a dire position where COVID-19 will be only one of many threats to their lives and well-being. If we don’t specifically act to bolster services that reduce gender inequalities, this pandemic could have a devastating impact on the gains Canada has pushed for when it comes to equity for all.”

Anuradha Dugal, Senior Director, Community Initiatives and Policy - The Canadian Women's Foundation

“The needs of those we service are now more important than ever. As a society we must ensure the safety and well-being of those who are most vulnerable in each of our communities.”

Ron de Paola, Director of Development & Community Outreach - Habilitas Foundation

“This is an especially difficult time for the charitable and not-for-profit sector. Donors in this country will step up but it will not be enough to meet the needs of some of the most vulnerable people in our communities. We need the Federal and Provincial governments to include the sector in any and all financial aid packages. The health and well being of our country depends on it.”

Darren Pries-Klassen, CEO - Abundance Canada

“We know these are unsettling days and an incredibly challenging period for many children and families. We believe the power of sharing books and stories at home is perhaps more important now than ever before. Holding on to consistencies and reminders of goodness - like receiving a new book in the mail and cuddling up to share it - help provide an engaging and reassuring respite, especially for young children. We’ve been working hard to ensure that we can continue delivering Imagination Library books, and maybe even a bit more, during this period.

Our 258 Community Champions across Canada have responded with creative ways to engage families and provide virtual ways to enhance their monthly book deliveries by offering online storytime and activities for each book.

Our Community Champions and partners raise almost $950,000 annually to bring the Imagination Library program to their communities and mail a new, age-appropriate book to a child ages 0-5 years old.  In light of the COVID-19 impact and challenges, our partners have an anticipated concern for their future fundraising efforts and report a drop in donations and cancellations of fundraising events.

The Dollywood Foundation of Canada is deeply concerned about the impact of COVID-19 and the impact on families and communities. We hope to be able to continue to provide some joy and learning opportunities during these challenging times by boosting literacy and creating a safe and secure bond with their loved ones.”

Nora Briggs, Executive Director of North America -  Dollywood Foundation of Canada