As the onset of each new year compels many to create lists – resolutions here, grand predictions there – I, too, shall not be an exception. For 2024 is not destined to be a philanthropic year perceived as a serene river flowing gently. Quite the contrary. Continuity cannot be on the agenda here. This is a reflection, both deeply personal and informed by extensive observations and introspections, on what the philanthropic sector should expect (or at least aspire to) this year.
Dialogue and Trust
The relationship between donors and organizations sometimes resembles that of an old couple. There is undoubtedly great respect, yet at times, a certain lack of communication. This dialogue needs to be provoked by being authentic, even vulnerable, so that trust can either endure or, in some cases, be revived. Despite the professionalization of philanthropy with accountability metrics and impact measurement, it still hinges on a central aspect: trust. There is no trust crisis, albeit a noticeable decline, according to the Edelman Trust Barometer. But, to borrow the metaphor of an old couple, should we wait for indifference to set in or make proactive efforts?
Dreaming and Daring to Think Big
If, like me, the recent articles on charities you’ve come across foretell an imminent service break or the potential demise of a program due to lack of funding, dreaming and daring to think big may seem disconnected. I concede. It’s like asking to extinguish a fire while simultaneously making plans for reconstruction. It’s unrealistic and even disrespectful to some. However, we must create this collective space to stop focusing solely on the fires to be extinguished. Our society drastically needs ambitious, structuring, and inspiring projects for current and future generations. Philanthropy should be agile enough to apply Band-Aids to hemorrhages but also consider ways to prevent these hemorrhages altogether.
Reassessing Dependency
In both investment and funding, diversification of sources is fundamental. Although every donor is crucial, becoming financially dependent on one is more than daring. A message to donors: if you are passionate about a cause, ensure it does not rely solely on your generosity. Contribute to its sustainability by rallying other benefactors. Additionally, maintain support and loyalty to existing causes while adopting a new, perhaps more marginal or niche organization that receives less visibility and funding. I had the pleasure of encountering many such organizations in 2023 through the “Héros Anonymes” radio show and participating in a podcast on rare disease funding. You’ll find some insights there, I’m sure.
Returning to the Basics: People Give to People
I was recently reminded that one of the founders of BNP Philanthropic Performance, the late Jean-Robert Nolet, swore by this philosophy: people give to people. While mass solicitations exist, personal interactions, where the relationship between two individuals is key, play a crucial role in any future philanthropic investment. So, the essence is not necessarily having the most beautiful brochures but rather cultivating the most meaningful relationships. It’s about having the best solicitor for the best donor, with the right project (or mission), the right moment, the right amount, and, of course, the best approach. That’s what matters.
Redefining the Philanthropist
Not long ago, the Institut Mallet surveyed Quebecers on whether they considered themselves philanthropists. The response was striking: only 19% claimed to be philanthropists, while 75% had performed philanthropic acts. Modesty? Certainly, to a large extent. The role of a philanthropist has long been associated with wealthy family fortunes and checks written for several thousand or million dollars. In reality, you, I, we are all philanthropists in our own way. By shedding societal complexes, Quebec can once again be proud of its philanthropic culture, often accused of lagging behind the rest of Canada.
Redefining Charity
If we collectively make an effort to redefine the role of a philanthropist (and, more importantly, to embrace it), we must do the same with the concept of charity. It’s reassuring to know that the Canada Revenue Agency has established an advisory committee, on which my colleague Christian Bolduc, another co-founder of BNP, sits. As society evolves and becomes more complex, the charitable sector must stay in tune with this complexity. Moreover, what should charity serve? Respond to growing demand? Align with major projects? Simply breathe? I don’t have the answer (nor the pretension to have it), but fundamental reflection is essential, both for each organization and the sector.
Creating a Qualified Next Generation
Like many sectors, philanthropy is not immune to talent shortages. As a whole generation of expert philanthropy practitioners approaches retirement, fresh blood alone is not sufficient. The closure of the Certificate in Philanthropic Management by the University of Montreal, replaced by a meager microprogram, is not encouraging. A sector that has put so much effort and years into professionalizing, succeeding in doing so, but being neglected by higher education, is worrisome. The next generation (and professionals needing to stay current) must now turn to conferences or quality training outside the province due to limited options. We can – we must – do better for this sector, crucial to the social fabric and contributing to over 10% of the province’s GDP, according to Imagine Canada. Let’s applaud the establishment of the “Rassemblement annuel philanthropique” to be held on May 9. However, more must be done, and quickly.
Remaining Agile
The past years have demonstrated the philanthropic sector’s agility. Think of Bill 25 amending legislative provisions on the protection of personal information – a real puzzle when information about past, present, and potential donors is crucial! There’s also the impact of Bill 96 on Quebec’s official language, which has made it impossible to take the Certified Fund Raising Executive (CFRE) international accreditation exam in Quebec, as the exams are only available in English. Other challenges loom, such as the impact of the creation of Santé Québec, recurrent and mission-based funding, and the unprecedented growth of needs and vulnerable communities. The sector will overcome these challenges, as it always has. However, for some, emerging unscathed might be downright utopian.
Reopening the Discussion on Mutualization
A few days ago, Les Affaires published an article on mutualization. Nothing new so far. The topic has been on the table for years, but the economic context pushes us to reconsider. To survive, costs must be reduced, and revenues increased. However, since philanthropy doesn’t sell anything, it cannot increase prices on supermarket shelves. There is an underexploited opportunity, if not a necessity, for collaboration that deserves reflection and could contribute to creating more value. Beware; let’s not fall into the trap of suggesting that all organizations of the same cause should merge. This is not the point, and as with everything, the elephant must be eaten one bite at a time.
Oh, Artificial Intelligence
The chances of recent interactions between a donor and a charity being punctuated by AI are relatively low. The sector is still figuring out how to ethically incorporate artificial intelligence into its operations. But time is running out for organizations that have not brought this issue to their boards. Considering the IT investments required by the pandemic, it’s understandable to be hesitant about investing philanthropic sums in this matter. Many opportunities open up for research, solicitation, communications, and more. Let’s try not to miss the boat. PhiLab, the Canadian Philanthropy Partnership Research Network, delved into the issue a few months ago. Definitely, one for the agenda in 2024!
Oh, and an 11th point: Let’s talk about salaries
At the beginning of this text, I had not planned to address the concept of salaries in philanthropy, but current events caught up with me. An article by The Canadian Press, relayed by the Globe and Mail and CTV News, made me furrow my brow like seldom before. It lays out some high (legitimate) salaries in the environmental sector, punctuated with a more than tenuous link between compensation and social responsibility, arguing that “mobilization” should prioritize expertise, hence no need to remunerate people well if we follow the reasoning. However, it is not only false but also dangerous to believe that the philanthropic sector is not in competition with other industries. Philanthropy needs leaders and expertise more than ever. Let’s not fall into the easy trap and intellectual shortcut of thinking that people in nonprofits should earn as little as possible when they contribute much more than many other sectors to improving our world. As a colleague from the sector, president of the Association of Fundraising Professionals Canada, aptly pointed out, “Instead of looking at salaries it would be far more beneficial to focus on the impact of these organizations.”
2024 demands a significant change in how philanthropy is approached. Dialogue, trust, bold vision, funding source diversification, and recognition of each role are key elements to strengthen the philanthropic sector.
Happy New Year!
About the Author
Daniel H. Lanteigne, ASC, C.Dir., CFRE, CHRP (pronouns: he/him/his)
Mr. Lanteigne is Vice President of Talent, Strategy, and Impact at BNP Philanthropic Philanthropique and Vice President of the Association of Fundraising Professionals (AFP Global). He is also the Immediate Past Chair Association of Fundraising Professionals in Quebec. As a significant figure in philanthropy, he contributes to the sector with a critical and fair perspective on modern philanthropy. He regularly participates in various media forums and conferences across the country.
Downloadable photos and biographical notes
dlanteigne@bnpperformance.com | 514 972-2596
This article is part of the January 2024: Unpacking Charitable Law Modernization. You can find more here.
