Funding reform. Nonprofits and charities have been able to rebuild their fundraising capacity after a drop in donations and volunteerism since 2020, and have now reached new records of volunteers and donations. We have diversified our funding sources, including social enterprises that are directed by nonprofits and charities. Impact investing via local credit unions has surged in popularity, letting individual neighbours contribute to causes they care about in their own community. Organizations have financial stability, with funding sources that are less ad hoc and more sustainable over the long term. Eligibility for funding programs does not depend on charitable status. There are strong philanthropic ties between local businesses and nonprofits. Grants that had previously only covered program funding have expanded to include operational funding and professional development, and value staff being paid a living wage over short term, minimum wage contract work.

Collective approaches to sharing resources. Organizations have access to permanent spaces as well as shared spaces in the neighbourhood that are collectively managed. There are collaborative relationships between different institutions such as municipalities, school boards, student unions, labour groups, and philanthropic networks. There is good communication across different community groups tackling different issues. We have a sense of collaboration, not competition, and reject a scarcity mindset. The non-profit sector is able to advocate effectively for shared priorities. Nonprofits and community groups respect one another’s autonomy, while working together to avoid duplicate work and foster collaboration. We use our collective bargaining power to purchase land, technology, supplies, health benefits, and other group buying opportunities.

Representative & effective teams. Organizations are able to attract and retain a diverse and representative group of board members, staff, and volunteers. Governance is approached in the spirit of decolonization and “nothing about us, without us”. Staff in the nonprofit sector are not burned out by the demands of their job, are paid appropriately, and receive good health benefits. We recognize that the success of charitable programs relies on the well-being of the people that deliver them. Decisions that affect communities are taken with significant input, reflection, and leadership from those who have lived experience with the topic at hand. Our social services and community resources are culturally competent. We continually work to remove barriers to service delivery for our neighbours.

Volunteerism. Thanks to more stable employment, liveable wages, and better work-life balance, neighbours have time to make regular volunteering a part of their daily life. There is widespread awareness of the work that non-profits and community groups do, and they are noticed and celebrated by neighbours. Flexible volunteering opportunities allow neighbours to contribute where they can with the time that they have. There are plenty of volunteer opportunities that families can do together.

Flexible solutions for sharing space. Empty storefronts, homes, and public buildings are a thing of the past. We have created strategies to repurpose vacant spaces, including those in transition like the former Charles Street Transit Terminal. Any spaces that can be used for ad-hoc gatherings and community programming are available for neighbours to use. Schools host evening events; places of worship facilitate mid-week events, and other spaces that were busy only for certain days of the week or certain times of day are now used more effectively. Common logistical issues such as door access, cleaning, first aid, and liability issues have been resolved with frameworks of community care. By sharing knowledge and pooling risk, we lower the barrier to entry for opening up new spaces for public use. Civic hubs operated by non-profits and community groups are present throughout Waterloo Region.

Capable neighbourhood-level organizations. We have accessible and well-resourced community centres, with an abundance of spaces for both programmed and non-programmed activities. The creation of co-ops, including housing co-ops and worker-owned co-op businesses is a testament to the strength of our community bonds. Community members feel empowered to improve public space while being supported by city staff and resources. Schools are not islands; they are integrated into the community and teachers are able to apply their curriculum to local events and services. Learning happens in relationship with the neighbourhood. Public spaces are safe and well-used, and child-centric spaces incorporate amenities for their parents and caregivers. There are strong connections between local businesses and social services. New residents know where to go to find resources and information, and newcomers are involved in decision making.

Organizational capacity: measurable outcomes

• Land and buildings owned by co-ops, First Nations, unions, and land trusts
• Number of social enterprises owned by non-profits, charities, co-ops, and First Nations
• Increase in permanent, full-time staff receiving a living wage in the non-profit sector
• Amount of time spent on grant-writing vs. grant funds received (grant acquisition success rate)
• Number of joint programs and shared resources between organizations (level of collaboration)
• Number of stakeholders involved in an organization (clients, participants, volunteers, donors, staff)
• Number of significant stories of impact (by sector)
• Proportion of revenue from government, philanthropy/sponsorship, and other revenue
• Gap in compensation and benefits between non-profit, government, and private sector
• Operating reserves (e.g., number of months of expenses covered)
• Number of people on waitlists for daycare, co-op housing, studio spaces, therapy, primary care, trans healthcare, etc.
• Percentage of organizations participating in citywide strategic planning efforts or cross-sector partnerships
• Funds available to support capacity-building (not just programs)
• Staff retention rates in non-profit organizations
• Number of non-profit leadership development programs in Waterloo Region
• Geographic service coverage by sector (which neighborhoods are underserved?)
• Percentage of population volunteering for a charitable or non-profit organisation [Canadian Index of Wellbeing]
• Percentage of population that made a donation in the past year to a charitable or non-profit organisation [Canadian Index of Wellbeing]
• Total amount of charitable contributions
• Ratio of director-level compensation vs lowest paid employees
• Number of meeting spaces which do not charge a booking fee