V O L U M E 1 3 2 0 1 8VictoriaStreet R E C O R D S

M U S I C A L I N S T R U M E N T S E R I E S

P E R S P E C T I V E S O N C A N A D I A N P H I L A N T H R O P Y

Actors Fund of Canada •Adoption Council of Ontario • Aga Khan Museum Foundation • Alzheimer Society of Canada • Alzheimer Society of Saskatchewan • Anglican Foundation • Art Gallery of Ontario • Arthritis and Autoimmunity Research Centre Foundation • Arthritis Society • Artscape • Ashbury College • Aspengrove School • Assiniboine Park Conservancy • Athol Murray College of Notre Dame • Autism Speaks Canada • Banff Centre •Baycrest Foundation • BC Cancer Foundation • Belleville General Hospital Foundation • Bialik Hebrew Day School • Bishop's College School • Boston Children's Hospital Trust • Brescia University College • Bridgepoint Foundation • Bruyère Foundation • Child Advocacy Centre, Simcoe/Muskoka • Calgary Health Trust • CAMH Foundation • Camp Oochigeas • Camp Ramah in Canada • Canadian Accredited Independent Schools • Canadian Association of Family Resource Programs • Canadian Cancer Society, B.C, Ontario, Yukon • Canadian Cancer Society, National • Canadian Centre for Diversity and Inclusion • Canadian College of Naturopathic Medicine • Canadian Medical Foundation • Canadian Mental Health Association • Canadian Olympic Foundation • Canadian Opera Company • Canadian Shaare Zedek Hospital Foundation • Canadian Stem Cell Foundation • Canadian Tire Jumpstart Charity • Carcinoid-NeuroEndocrine Tumour Society Canada • CARE Canada • Casey House Foundation • Centennial College • Child Development Institute • Children's Aid Foundation • Children's Hospital of Orange County • CivicAction • CNIB • Community Food Centres Canada •

Concordia University • Crescent School • Crohn's & Colitis Canada • Crossroads International • CSpace • Dalhousie University • de Souza Institute • Elmwood School • Evergreen Brick Works • Fort York Foundation • Foundation Fighting Blindness • Gardiner Museum • George Brown College Foundation • Globe Theatre • Goodwill Industries, Ontario Great Lakes • Grey Bruce Health Services • Guelph Humane Society • Hamilton Health Sciences Foundation • Harbourfront Centre • Havergal College •Heart and Stroke Foundation, National • Heart and Stroke Foundation, Manitoba, Ontario • Holland Bloorview Kids Rehabilitation Hospital Foundation • Holy Trinity School • Hospitals of Regina Foundation • Humber College • International Center for Tropical Agriculture • Isaac Reputation Group • Ivey Business School at Western University • Jewish Family & Child • Kids Health Foundation • Kids Help Phone • Kitchener-Waterloo Art Gallery • Kof�er Centre of the Arts • Kol Ami • Lake�eld College School • Lakeridge Health Foundation • Let's Talk Science •Liberal Party of Australia • Loblaw Companies Ltd. • London Health Sciences Hospital Foundation • Lower Canada College • Mackenzie Health Foundation •Mariann Home • McDermott House Canada • McGill University • McGill University Health Centre • McMaster Children’s Hospital • McMichael Canadian Art Collection • Médecins Sans Frontières • Metabolic Syndrome Canada • Michael Garron Hospital Foundation • Michener Institute for Applied Health Sciences • Museum of Contemporary Art Toronto Canada • Montcrest School •

Montreal General Hospital Foundation • Mount Allison University • MS Society of Canada •National Arts Centre • National Ballet School of Canada • National Gallery of Canada Foundation • National University of Singapore • National Youth Orchestra of Canada • North York General Hospital Foundation • North York Harvest Food Bank • OCAD University • Ontario Agency for Health Protection & Promotion • Ontario Medical Foundation • Ontario Parks • Ontario Science Centre • Ottawa Hospital Foundation • Ottawa Regional Cancer Centre Foundation • Oxfam Canada • Pathways to Education Canada • Pearson College • Pine River Institute • Queen's University • Reena Foundation • Right to Play Canada • Robbins Hebrew Academy • Rotman School of Management • Royal Manitoba Theatre Centre • Royal Ontario Museum • Royal Ottawa Foundation for Mental Health • Royal Society of Canada • Royal St. George's College • Royal Victoria Regional Health Centre Foundation • Royal Winnipeg Ballet • Rugby Canada • Ryerson University • Sail Canada • Saint Elizabeth Foundation • Seneca College • Sheridan College • SickKids Foundation • Sinai Health Foundation • Skills for Change •Smith School of Business - Queen's University • Somers�eld Academy • Southlake Regional Health Centre • Spinal Cord Injury Ontario • St. Amant Foundation • St-Boniface Hospital Foundation • St. Clement’s School • St. George’s School • St. John’s School • St. John’s-Ravenscourt School • St. Joseph’s Health Centre Foundation • St. Joseph’s Healthcare Foundation • St. Margaret’s School • St. Michael’s College School • St. Michael’s Hospital Foundation •

St. Michaels University School • St. Mildred's-Lightbourn School • Sterling Hall School • Sunnybrook Foundation • TanenbaumCHAT • The Bentway Conservancy • The Bishop Strachan School • The Canadian Journalism Foundation • The Corporation of Massey Hall and Roy Thomson Hall • The Gairdner Foundation • The Hearing Foundation of Canada • The Kidney Foundation of Canada • The Royal Conservatory of Music •The Scarborough Hospital Foundation • The Stop Community Food Centre • The York School • Toronto French School • Toronto Public Library Foundation • Toronto Rehab Foundation • Toronto Symphony Orchestra • Trafalgar Castle School • Traf�c Injury Research Foundation • Trillium Health Partners Credit Valley Hospital Foundation • United Way of Peel Region • United Way of the Alberta Capital Region • United Way/Centraide Canada • United Way/Centraide Ottawa • Université de Montréal • University Health Network • University Hospitals Kingston Foundation • University of Alberta • University of British Columbia • University of Guelph • University of Lethbridge • University of Manitoba • University of New Brunswick • University of Ottawa • University of Ottawa Heart Institute Foundation • University of Toronto • University of Toronto, Child Nutrition • University of Toronto, Faculty of Medicine • University of Toronto, School of Continuing Studies • University of Windsor, Faculty of Law • Upper Canada College • Vancouver Art Gallery • VGH & UBC Hospital Foundation • Victoria University • Wellspring • West Lincoln Memorial Hospital Foundation • West Park Foundation • Women's College Hospital Foundation • WoodGreen Community Services Foundation • World Wildlife Fund - Canada • YMCA of Greater Toronto • York University Foundation • Young People's Theatre •

44 VICTORIA STREET, SUITE 1501, TORONTO, ON, CANADA M5C 1Y2

t 416.640.4135 e info@theoffordgroup.com theoffordgroup.comTHANK YOUTO OUR CLIENTS

Whether you play in a band or just like to listen, whether you settleinto your comfy chair with your headphones on or you can’t stop dancing when you hear your favourite tune, we can all connect to music. Creating music takes a group of people with all different talents—a songwriter, singer, instrumentalists and studio artists, as well as behind the scenes folks like sound engineers, managers and promoters. Just like the work that we do in the philanthropic sector, creating great music takes teamwork, creativity, flexibility and an open mind.

Music grounds this issue of Perspectives on Canadian Philanthropy. We found songs from nine different eras to help us explore trends and issues from our sector, from organizations working across sector lines (Don’t Fence Me In, p.3) to small charities thinking big (Rebel Yell, p.11) to the importance of building a culture of philanthropy (Come Together, p.15). The work we do at Offord requires us to put new twists on old

classics—reviewing your phone program or helping you to revisit your governance model. Sometimes our work starts with getting everyone singing from the same songsheet through a comprehensive strategic planning or priority development process. We like to get creative with our clients through visual identity and case for support work. And, we dive deep into the important theory behind excellent performance with robust analytics.

As we enter our 15th year of operation in 2019, we’d like to thank you, our clients, colleagues and friends for keeping our playlist so interesting for so many years. We hope you have as much fun reading this issue as we did putting it together. We're also quite sure you can think of a few other song titles we could have used to describe the work you do. What would be on your philanthropic playlist? Money (That’s What I Want)? Please Don't Go? Send your hits to info@theoffordgroup.com.

“Without music to decorate it, time is just a bunch of boring production deadlines or dates by which bills must be paid.” ~

Frank Zappa

P E R S P E C T I V E S O N C A N A D I A N P H I L A N T H R O P Y V O L U M E 1 3 / 2 0 1 8

NICHOLASOFFORD

TRACYDEPASS

MOIRADOSSETOR

ROBINFOWLER

ALISONHOLT

ALANAFIANDER

CHERYLRODDICK

AVONMACFARLANE

JENNIFERBIZZARRI

KIMBERLEY BILMER

EDITORIAL TEAM Jennifer Bizzarri (Editor) Alison Holt Cheryl Roddick Alana Fiander

ADDITIONAL CONTRIBUTORS Moira Dossetor Robin Fowler Avon MacFarlane Nicholas Offord

DESIGN Angela Milana 202am.com

Perspectives on Canadian Philanthropy is a publication for Canadian CEOs, volunteers, and professional leaders in the philanthropic sector. Our goal is to provide a review of the sector that will help to inform decisions and strategies.

Copyright 2018. All rights reserved. Printed on recycled paper.

PERSPECTIVES ON CANADIAN PHILANTHROPY VOLUME 13 / 2018

SIDE A1. DON’T FENCE ME IN By Avon MacFarlane and Jennifer Bizzarri

Three Charities Working Outside the Box / / P 3

2. RUN THE WORLD (GIRLS) By Moira Dossetor

Women’s Philanthropy Moves to Centre Stage / / P 5

3. I’VE GOT A GREAT IDEA By Jennifer Bizzarri Tying Your Campaign Together / / P 7

4. ONE WAY OR ANOTHER By Nicholas Offord and Cheryl Roddick Financial Planning or Philanthropy? / / P 9

5. REBEL YELL By Robin Fowler Three Charities Making Themselves Heard / / P 11

SIDE B6. TAKIN’ CARE OF BUSINESS By Robin Fowler Colleges Lead the Way in Corporate Collaboration / / P 1 3

7. COME TOGETHER By Moira Dossetor Building a Culture of Philanthrophy / / P 1 5

8. FOCUS ON ME By Cheryl Roddick Honing in on a Strategic Plan / / P 1 7

9. GO YOUR OWN WAY By Alison Holt Consulting in the Era of Customization / / P 1 9

OnOO thtt isiiAlbll ubb muu

Whether you play in a band or just like to listen, whether you settleinto your comfy chair with your headphones on or you can’t stop dancing when you hear your favourite tune, we can all connect to music. Creating music takes a group of people with all different talents—a songwriter, singer, instrumentalists and studio artists, as well as behind the scenes folks like sound engineers, managers and promoters. Just like the work that we do in the philanthropic sector, creating great music takes teamwork, creativity, flexibility and an open mind.

Music grounds this issue of Perspectives on Canadian Philanthropy. We found songs from nine different eras to help us explore trends and issues from our sector, from organizations working across sector lines (Don’t Fence Me In, p.3) to small charities thinking big (Rebel Yell, p.11) to the importance of building a culture of philanthropy (Come Together, p.15). The work we do at Offord requires us to put new twists on old

classics—reviewing your phone program or helping you to revisit your governance model. Sometimes our work starts with getting everyone singing from the same songsheet through a comprehensive strategic planning or priority development process. We like to get creative with our clients through visual identity and case for support work. And, we dive deep into the important theory behind excellent performance with robust analytics.

As we enter our 15th year of operation in 2019, we’d like to thank you, our clients, colleagues and friends for keeping our playlist so interesting for so many years. We hope you have as much fun reading this issue as we did putting it together. We're also quite sure you can think of a few other song titles we could have used to describe the work you do. What would be on your philanthropic playlist? Money (That’s What I Want)? Please Don't Go? Send your hits to info@theoffordgroup.com.

“Without music to decorate it, time is just a bunch of boring production deadlines or dates by which bills must be paid.” ~

Frank Zappa

P E R S P E C T I V E S O N C A N A D I A N P H I L A N T H R O P Y V O L U M E 1 3 / 2 0 1 8

NICHOLASOFFORD

TRACYDEPASS

MOIRADOSSETOR

ROBINFOWLER

ALISONHOLT

ALANAFIANDER

CHERYLRODDICK

AVONMACFARLANE

JENNIFERBIZZARRI

KIMBERLEY BILMER

Lately, our clients have had us thinking about the fences built by the

Canada Revenue Agency (CRA). While it's helpful for accountants to

put things in boxes, our work doesn't always follow the same lines.

Here’s a look at three organizations that defy a neat and tidy

characterization (and that's a good thing!), and how they’re

bringing their stakeholders along with them:

Banff Centre for Arts and Creativity, situated in one of

the most beautiful parts of Canada, is hard to define. Arts and culture

hub? Yes. Institution of higher education? Yes, according to the

stated definitions of the CRA. A magnet for the most talented artists

in the world? Absolutely. Under the direction of President Janice

Price, and a new Vice President of Arts and Leadership, Howard Jang,

Banff Centre is both re-embracing its core vision and thinking about

its value and impact for the future.

“The advantage for us is ‘place’," says Jang. “We give our

participants the space for rigorous reflection—to deepen their

understanding of themselves and their work while being exposed to

artists and leaders from many different disciplines. This can really

happen here at the Centre, because of nature, community and

dialogue. Our 85 years has taught us that this is who we are.”

At the same time, as a developmental centre and educational

institution that is ‘non-parchment’ (a phrase they coined to describe

their non degree-granting status), staff adapt to the needs of the

community so that programs stay relevant. Many participants return

multiple times throughout their career.

DON’T FENCE ME IN

Three CharitiesWorking Outside the BoxBy Avon MacFarlane Vice-President, Offord GroupSenior Consultant, Marts & Lundy

and Jennifer BizzarriSenior Consultant, Offord Group and Marts & Lundy

Like the Bentway and Banff Centre, Community Food Centres Canada (CFCC) draws on multiple narratives to appeal to potential

supporters. CFCC is a national organization that invests in local

community partners, using food as a tool for empowerment and building

health. People experiencing food insecurity may first encounter one of

CFCC’s nine partner Community Food Centres across the country by

dropping in for a healthy meal, but then return to get involved in regular

programs such as gardening, fitness, cooking xsand volunteering.

And while CFCC and their frontline partner organizations are officially

designated as Welfare, they have a positive impact on the health of

low income Canadians too. So they’re broadening their message to

appeal to a wider pool of prospects.

“We have a campaign goal of $50 million, which is ambitious for a small

organization,” says Susan Vardon, Director of Strategic Partnerships.

“Yet it's completely reachable when you look at our trajectory over the

last seven years. However, we have a complex story to tell. We need to

get the message right.” CFCC engaged Offord for fundraising counsel and

to create a Case for Support to convey the impact of a donation to CFCC

and appeal more widely to different kinds of prospects—in particular,

entrepreneurially-minded donors interested in impacting health in creative

ways. A donation to CFCC is an ‘upstream investment’ in the health of

low-income Canadians—if you improve health and well-being through

good food and belonging, you increase people’s quality of life, and hope to

decrease the need for health services down the road. With this positioning

in place and a clear story to tell, Vardon and her team are opening more

doors for the organization and getting closer to their $50 million goal.

The truth is, charitable work is seldom confined to one impact area.

Organizations can and should continue to play at the edges of how

they impact Canadians.

Most importantly, donors are excited by the Centre, embedding

themselves into the programs, connecting with artists and seeing

firsthand how their support is moving the needle, both through

scholarships and direct program support. “Banff Centre’s cause

is to be Canada’s resource for the advancement of Arts and Culture.

This means being intrinsic to the development of the artist and

leader at all stages of their career. And to be a place where

exploration and curiosity results in creativity,” says Jang.

If Banff is one of the most visited spots in Canada, the space

below Toronto’s Gardiner Expressway is a road much less travelled.

But through the vision of founding donors Wil and Judy Matthews,

this area is being transformed into a new Toronto landmark.

The Bentway also defies categorization, encompassing city

and community building, arts and culture, recreation, festivals and

events. By animating an underutilized and once derelict space

with skating, music, dance and visual arts, The Bentway is building

a neighbourhood hub for the more than 70,000 residents of the

immediate area, and creating an opportunity for all Torontonians

to explore something unexpected and surprising.

Dave Carey, The Bentway’s Director of Development, explains that

their donors are interested in building arts and culture experiences

that reach people in their daily lives. “We create ‘art in everyday life’

rather than ‘art in a box seat’,” says Carey. “Our donors see us

as stitching together a part of the city that has been neglected.

And they’re excited at the opportunity to build a new public space

for a growing city. It’s a chance donors don’t get very often.”

P4

/

/

DO

N’

T

FE

NC

E

ME

I

N

//

C

OL

E

PO

RT

ER

/

/

19

34

Lately, our clients have had us thinking about the fences built by the

Canada Revenue Agency (CRA). While it's helpful for accountants to

put things in boxes, our work doesn't always follow the same lines.

Here’s a look at three organizations that defy a neat and tidy

characterization (and that's a good thing!), and how they’re

bringing their stakeholders along with them:

Banff Centre for Arts and Creativity, situated in one of

the most beautiful parts of Canada, is hard to define. Arts and culture

hub? Yes. Institution of higher education? Yes, according to the

stated definitions of the CRA. A magnet for the most talented artists

in the world? Absolutely. Under the direction of President Janice

Price, and a new Vice President of Arts and Leadership, Howard Jang,

Banff Centre is both re-embracing its core vision and thinking about

its value and impact for the future.

“The advantage for us is ‘place’," says Jang. “We give our

participants the space for rigorous reflection—to deepen their

understanding of themselves and their work while being exposed to

artists and leaders from many different disciplines. This can really

happen here at the Centre, because of nature, community and

dialogue. Our 85 years has taught us that this is who we are.”

At the same time, as a developmental centre and educational

institution that is ‘non-parchment’ (a phrase they coined to describe

their non degree-granting status), staff adapt to the needs of the

community so that programs stay relevant. Many participants return

multiple times throughout their career.

DON’T FENCE ME IN

Three CharitiesWorking Outside the BoxBy Avon MacFarlane Vice-President, Offord GroupSenior Consultant, Marts & Lundy

and Jennifer BizzarriSenior Consultant, Offord Group and Marts & Lundy

As hundreds of girls �ung their arms around each other and tossed their mortarboards

in the air, Beyoncé’s “Run the World (Girls)” thundered through Radio City Music Hall.

My niece’s commencement from Barnard College had come to an end. I sat and

wondered not whether, but how would these girls run the world? Would they give

back? And will we be ready for them?

Women’s WealthTHE FORCEWomen’s wealth is on the rise. The wage gap, with its long-held vice-grip on women’s

economic power, is slowly closing, and with it the gap between female and male

donors. According to Imagine Canada, over the 30-year period between 1985 and

2014, the gender gap in donation rates decreased from 13.1% to 3.7%. The number

of male donors has been declining since its peak in 2005. And women—who live an

average of four years longer than men—are �lling the ranks. A 2014 TD Wealth study

noted that “af�uent Canadian women donate a higher proportion of their investable

assets to charity than men”. And they are poised to have a greater capacity for giving

—not only are they earning more, but many will soon inherit money from parents or

spouses. Updated �gures predict that by the end of 2026, the share of Canadian

�nancial wealth controlled by women will rise to 48% from 35% in 2016. That’s a

philanthropic force to be reckoned with.

Women’s Influence

THE FUTUREWe know that developing the next generation of philanthropists is critical to the future.

A 2018 study conducted by the Indiana University Lilly Family School of Philanthropy

suggests that parents have a unique role to play in nurturing the next generation of

donors, especially younger women. As the study reports, “The relationship between

parents’ and adult daughters’ giving is stronger than the relationship between parents’

and sons’ giving.” Modelling positive philanthropic behaviour is, not surprisingly, a

powerful element in building charitable habits in a younger generation. Philanthropic

lessons learned in family life are powerful drivers for female giving.

Women’s PhilanthropyMoves to Centre Stage By Moira Dossetor, PhDSenior Consultant, Offord Group and Marts & Lundy

RUNTHEWORLD(GIRLS)

As hundreds of girls �ung their arms around each other and tossed their mortarboards

in the air, Beyoncé’s “Run the World (Girls)” thundered through Radio City Music Hall.

My niece’s commencement from Barnard College had come to an end. I sat and

wondered not whether, but how would these girls run the world? Would they give

back? And will we be ready for them?

Women’s WealthTHE FORCEWomen’s wealth is on the rise. The wage gap, with its long-held vice-grip on women’s

economic power, is slowly closing, and with it the gap between female and male

donors. According to Imagine Canada, over the 30-year period between 1985 and

2014, the gender gap in donation rates decreased from 13.1% to 3.7%. The number

of male donors has been declining since its peak in 2005. And women—who live an

average of four years longer than men—are �lling the ranks. A 2014 TD Wealth study

noted that “af�uent Canadian women donate a higher proportion of their investable

assets to charity than men”. And they are poised to have a greater capacity for giving

—not only are they earning more, but many will soon inherit money from parents or

spouses. Updated �gures predict that by the end of 2026, the share of Canadian

�nancial wealth controlled by women will rise to 48% from 35% in 2016. That’s a

philanthropic force to be reckoned with.

Women’s Influence

THE FUTUREWe know that developing the next generation of philanthropists is critical to the future.

A 2018 study conducted by the Indiana University Lilly Family School of Philanthropy

suggests that parents have a unique role to play in nurturing the next generation of

donors, especially younger women. As the study reports, “The relationship between

parents’ and adult daughters’ giving is stronger than the relationship between parents’

and sons’ giving.” Modelling positive philanthropic behaviour is, not surprisingly, a

powerful element in building charitable habits in a younger generation. Philanthropic

lessons learned in family life are powerful drivers for female giving.

Women’s PhilanthropyMoves to Centre Stage By Moira Dossetor, PhDSenior Consultant, Offord Group and Marts & Lundy

RUNTHEWORLD(GIRLS)

Women’s Giving

THE RELATIONSHIPSAccording to the Lilly School, women give differently: their

relationships matter more, they use social media more often and

they tend to be more collaborative in their giving. They put a greater

emphasis on having an emotional connection to organizations they

support, so it’s not surprising that women are also more likely to

volunteer—a harbinger for deeper philanthropic support. While

relationships and impact are paramount, women are also diligent

donors. The same Lilly study noted that women investigate charities

closely before they decide to donate. They want to be sure they

are making prudent philanthropic investments.

What’s the opportunity?How can charities think and act more effectively to reach

female prospects and donors? How can we make sure we are

a part of this new wave of women’s philanthropy?

• Provide meaningful engagement opportunities for women.Serve the diverse interests of women. Engage more women on

your Boards and your Board Committees, where they can build

relationships with other senior volunteers and staff.

• Push for more nuanced data. Giving trends are often focused on

giving by sources (e.g. corporate, foundation, individual, bequests)

or types of recipients (e.g. health care, education, arts & culture).

It’s rare to �nd donations by individuals broken down by gender—

even though this piece of the pie represents the most signi�cant

piece of the fundraising revenue pie.

• Encourage donors to involve children, and particularly daughters, in their giving decisions. Philanthropy can and should be a family affair.

Encourage your male and female donors to inspire the next generation.

Offord On the RoadSince the publication of our last magazine, we haven’t exactly been “on tour”,

but we have been busy out and about. Nicholas and Moira presented at the

CAGP’s 25th National Conference on Strategic Philanthropy in Winnipeg and

Alison presented at the International Schools Summit in Toronto. Jenn was in

Victoria this past July teaching the Marketing and Communications Module at the

Canadian Accredited Independent Schools’ Leadership Institute. International

Offord clients in 2018 included St. Margaret’s School in Aberdeen, Scotland,

Somersfield School in Bermuda and the Children’s Hospital of Orange County,

California. And a big congratulations to Alana in our office who completed her

certificate in Volunteer Management Leadership at Humber College in Toronto.

• Develop your social media strategy with women in mind. Given that this is

a central way to engage and inspire women donors, segment your social media

strategy with the objective of increasing women’s engagement and giving.

• Be creative about reaching and featuring women. North York General

Hospital Foundation’s 2016-2017 report to the community was entitled The

Women of North York, and featured volunteers, leaders and philanthropists

key to the Foundation’s success. Earlier this year (2018), Dartmouth College

launched an innovative fundraising campaign targeted at women donors.

Their aim: to raise $1 million from each of 100 alumnae as part of their overall

$3 billion campaign.

• Consider the important role of women in planned giving programming. Women are heads of households and families. We know that women often play

a key role as prime movers regarding planning family legacies, so incorporate

this knowledge in your fundraising and planned giving strategies.

All indicators—including Beyoncé—suggest that women are the ones to watch.

Further readingWomen’s Philanthropy: Time, Treasure, Talent Update, by Joanne Ryan,

Vice President, Philanthropic Advisory Services, TD Wealth, October 2017

https://www.charityinfo.ca/articles/TimeTreasureTalentUpdate

Women Give 18: Transmitting Generosity to Daughters and Sons,

a publication of the Lilly School of Philanthropy, Indiana University

https://philanthropy.iupui.edu/institutes/womens-philanthropy-institute/research/women-give.html

P6

/

/

RU

N

TH

E

WO

RL

D

(G

IR

LS

)

//

B

EY

ON

CÉ

/

/

20

11

I’VEGOT AGREATIDEATying your CampaignTogetherBy Jennifer BizzarriSenior Consultant, Offord Group and Marts & Lundy

Organizations seldom raise money for just one thing. Most often, our clients need an approach to campaign that groups several priorities together under one umbrella—a galvanizing theme, or “big idea”.

But institutional planning—and frankly, campaign structures—don’t always lend themselves to the big, cross-disciplinary thinking required to agree upon ideas that are at once authentic to the organization, yet bigger than the sum of their parts. Inflexible priorities cause institutions to be unresponsive to the market, environmental shifts or unforeseen fundraising opportunities. Planning that is undertaken with one set of deans can quickly become irrelevant once new leadership is in place. So how are institutions using a big idea these days? Let’s look at one campaign already completed, one currently underway, and one about to begin.

The University of Guelph

In 2009, the University of Guelph needed a big idea to pull through all aspects of a major campaign in the planning stage. The university did not want to follow a traditional comprehensive planning process; rather, it required a flexible framework for fundraising priorities. Engaging Offord for both execution of the campaign and campaign creative, communications and marketing, the University launched ‘The BetterPlanet Project’ (BPP) in 2010, a campaign to improve quality of life both in Canada and around the world by focusing on the University’s strengths in food, environment, health and community. “‘The BetterPlanet Project’ was succinct, direct, and focussed on four key impacts that were flexible to include everything the university did,” says Jason Moreton, Associate Vice-President, Advancement. “It used plain language. Offord Group developed a hero image that focussed on the four quadrants that make a whole circle of earth—food, environment, health and community. It was easy to play out visually and narratively.”

Internally and externally it was a quick hit in terms of understanding what U of G was about and how itwould effect change for the world. The word ‘Project’ also fit well as it seemed more tactical, less time-sensitive, more down-to-earth and impactful than ‘Campaign’. By 2014, the University had surpassed its $200-million goal and had set a new standard for the future. “One of the legacies of the BPP is that it set the stage to attract transformational gifts, such a s the $20-million gift that created the Arrell Food Institute,” says Moreton. “And now we’re becoming more well known as Canada’s food university.”

I’VEGOT AGREATIDEATying your CampaignTogetherBy Jennifer BizzarriSenior Consultant, Offord Group and Marts & Lundy

Organizations seldom raise money for just one thing. Most often, our clients need an approach to campaign that groups several priorities together under one umbrella—a galvanizing theme, or “big idea”.

But institutional planning—and frankly, campaign structures—don’t always lend themselves to the big, cross-disciplinary thinking required to agree upon ideas that are at once authentic to the organization, yet bigger than the sum of their parts. Inflexible priorities cause institutions to be unresponsive to the market, environmental shifts or unforeseen fundraising opportunities. Planning that is undertaken with one set of deans can quickly become irrelevant once new leadership is in place. So how are institutions using a big idea these days? Let’s look at one campaign already completed, one currently underway, and one about to begin.

The University of Guelph

In 2009, the University of Guelph needed a big idea to pull through all aspects of a major campaign in the planning stage. The university did not want to follow a traditional comprehensive planning process; rather, it required a flexible framework for fundraising priorities. Engaging Offord for both execution of the campaign and campaign creative, communications and marketing, the University launched ‘The BetterPlanet Project’ (BPP) in 2010, a campaign to improve quality of life both in Canada and around the world by focusing on the University’s strengths in food, environment, health and community. “‘The BetterPlanet Project’ was succinct, direct, and focussed on four key impacts that were flexible to include everything the university did,” says Jason Moreton, Associate Vice-President, Advancement. “It used plain language. Offord Group developed a hero image that focussed on the four quadrants that make a whole circle of earth—food, environment, health and community. It was easy to play out visually and narratively.”

Internally and externally it was a quick hit in terms of understanding what U of G was about and how itwould effect change for the world. The word ‘Project’ also fit well as it seemed more tactical, less time-sensitive, more down-to-earth and impactful than ‘Campaign’. By 2014, the University had surpassed its $200-million goal and had set a new standard for the future. “One of the legacies of the BPP is that it set the stage to attract transformational gifts, such a s the $20-million gift that created the Arrell Food Institute,” says Moreton. “And now we’re becoming more well known as Canada’s food university.”

Concordia University

When Concordia engaged Offord in 2014, the university had just completed one of the most comprehensive strategic positioning processes we’d ever seen, involving all their stakeholders—students, faculty, staff, alumni, community members and external actors of change. The process clearly defined Concordia’s position in the marketplace and where its stakeholders wanted it to go, and it did so in an engaging and integrated way.

Offord was then asked to articulate that strategic position and provide communications counsel as the University headed into campaign. Nine simple, plain-language strategic directions were published as guideposts for the university, offered a framework for potential fundraising priorities. Each dean and key program leader was then invited to submit his or her priorities which had to fit into one (or more commonly, several) of the strategic directions. Considering all of the submissions, the nine strategic directions, and the need to replace the university’s existing tagline, Concordia landed on NEXT-GEN.NOW.

“Involving our stakeholders—from students to faculty to alumni and major prospects—in strategic positioning has made them very aware of the connection between planning, priority setting and the success of the campaign.”

Today there are 29 approved priorities. But NEXT-GEN.NOW enables responsiveness to government leveraging or donor interests, as long as they benefit one or more of the nine strategic directions. Adaptiveness and flexibility are key. “I really like the idea of this university adapting its programs and its schedules to the next generation. I think that’s where Concordia is heading—I like being a part of that,” says Lino Saputo Jr, Co-Chair, The Campaign for Concordia and Chairman of the Board and CEO of Saputo Inc.

As of fall 2018, Concordia has reached $140M on a $250M goal. “NEXT-GEN.NOW has been very well received by our closest alumni and friends,” says Marcel Dupuis, Interim Vice-President of Advancement and External Relations. As Marcel and his team continue to work towards their

campaign goal, they now have a flexible theme for all of their communications that differentiates the university reputationally. “Involving our stakeholders

— from students to faculty to alumni and major prospects—in strategic positioning has made them very aware of the connection between

planning, priority setting and the success of the campaign.”

Royal Ontario Museum

Finally, sometimes the big idea is the whole organization itself. At the Royal Ontario Museum, Canada’s largest cultural institution, the discussions are happening at the highest level—what is a museum's potential in the 21st century? How does it engage with people? What is the ROM’s role in Canada’s most diverse city?

Under the leadership of Director and CEO Josh Basseches, these discussions have been happening for the last year to develop a new strategic plan for the ROM. The museum’s fundraising arm—ROM Governors – is not only participating in the discussions but drawing in donors and prospects around the ideas. “Even before the strategic plan is finalized and broadly shared, we’re seeing great excitement and anticipation from donors,” says Susan Horvath, President and CEO of the Governors. “They love that we are thinking and debating about our role at this level—not just as a great museum but as an important component of civic society.” For the ROM, inviting stakeholders at this early phase—before the big idea is landed upon—is an important tool for stakeholder engagement.

Fundraising will follow the ideas, says Horvath. “Our donors aren’tjust contributing to retain the ROM they know. They’re preserving an important asset, yes, but they are focussed on the future. Just like we are.”

It’s more than just a tagline

And it’s more than a campaign theme. Here are a few things to think about when finding that big, stretchy idea:

• It must differentiate that institution in the market place

• It must be achievable, provable, and authentic to the institution

• It must support the brand value

• It crosses traditional boundaries – people, programs, divisions, etc – but has the power to rally disparate stakeholders to work on a common goal

• It must offer enough flexibility to accommodate for opportunistic fundraising for unanticipated projects

• It can’t be a slave to old ways of institutional and campaign planning

• It needs to be responsive to the institution’s growing needs, its environment, and the current culture

P8

/

/

I’

VE

G

OT

A

G

RE

AT

I

DE

A

//

H

AR

RY

C

ON

NI

CK

J

R

//

1

99

0

In Offord’s annual review of trends in charitable giving in Canada, we noticed something

interesting in the social services sector. Two commercially-backed donor-advised funds

(DAFs) and four community foundations were among those with the highest fundraising

revenue and investment income in 2016.

A note to the uninitiated: a donor-advised fund is a distinct fund or account established

within the structure of a registered charity into which a donor makes a single or series

of irrevocable gifts. The donor can advise the charity how he/she would like all or part of

the balance in the fund to be spent. Charities set up to administer donor-advised funds

include community foundations, some hospital foundations, foundations established

by financial institutions and other organizations who work with financial advisors.

Financial Planningor Philanthropy?By Nicholas OffordPresident, Offord Group and Senior Consultant, Marts & Lundy

and Cheryl Roddick, CFREAssociate Consultant, Offord Group and Marts & Lundy

These giving vehicles are not new to Canada’s charitable landscape

— community foundations have a 97-year history in this country,

and DAFs originated back in 1952, the brainchild of one of the

founders of the Vancouver Foundation.

But what is staggering is the increasing trend among high

net worth donors using these vehicles for their charitable giving.

According to estimates by Strategic Insight, a firm providing

data analysis, business intelligence, and research and marketing

services to the global asset management community, an estimated

$3.5 billion is currently held in DAFs in Canada, including those held

at community foundations. It’s a significant slice of the tax-receiptable

charitable pie, and one that’s estimated to continue to grow.

Why are donors increasingly turning to donor advised funds to

direct their charitable giving? How can our sector adapt to the

growing migration of charitable dollars to intermediaries?

What can we, as a sector, learn from this trend?

We spoke to Keith Sjogren, Managing Director, and Karen Hudson,

Consultant, at Investor Economics Inc., a research firm that

specializes in the measurement and analysis of Canada’s retail

financial services and wealth management industry.

According to Hudson, most donors seeking to set up a DAF were

prompted to do so by a large taxable event, such as the sale of a

business or inheritance. A DAF provides an immediate vehicle to

deal with tax consequences and affords the donor the opportunity to

build a plan over time about where to make charitable disbursements.

Sjogren notes that the popularity of DAFs reflect new business strategies

within the financial advising world. “The majority of financial advisors are

moving from being investment salespeople to being wealth counselors,

looking at the wealth management of the client’s family. Inevitably,

philanthropic contributions are going to be part of an overall financial plan.”

ONE WAY OR

In Offord’s annual review of trends in charitable giving in Canada, we noticed something

interesting in the social services sector. Two commercially-backed donor-advised funds

(DAFs) and four community foundations were among those with the highest fundraising

revenue and investment income in 2016.

A note to the uninitiated: a donor-advised fund is a distinct fund or account established

within the structure of a registered charity into which a donor makes a single or series

of irrevocable gifts. The donor can advise the charity how he/she would like all or part of

the balance in the fund to be spent. Charities set up to administer donor-advised funds

include community foundations, some hospital foundations, foundations established

by financial institutions and other organizations who work with financial advisors.

Financial Planningor Philanthropy?By Nicholas OffordPresident, Offord Group and Senior Consultant, Marts & Lundy

and Cheryl Roddick, CFREAssociate Consultant, Offord Group and Marts & Lundy

These giving vehicles are not new to Canada’s charitable landscape

— community foundations have a 97-year history in this country,

and DAFs originated back in 1952, the brainchild of one of the

founders of the Vancouver Foundation.

But what is staggering is the increasing trend among high

net worth donors using these vehicles for their charitable giving.

According to estimates by Strategic Insight, a firm providing

data analysis, business intelligence, and research and marketing

services to the global asset management community, an estimated

$3.5 billion is currently held in DAFs in Canada, including those held

at community foundations. It’s a significant slice of the tax-receiptable

charitable pie, and one that’s estimated to continue to grow.

Why are donors increasingly turning to donor advised funds to

direct their charitable giving? How can our sector adapt to the

growing migration of charitable dollars to intermediaries?

What can we, as a sector, learn from this trend?

We spoke to Keith Sjogren, Managing Director, and Karen Hudson,

Consultant, at Investor Economics Inc., a research firm that

specializes in the measurement and analysis of Canada’s retail

financial services and wealth management industry.

According to Hudson, most donors seeking to set up a DAF were

prompted to do so by a large taxable event, such as the sale of a

business or inheritance. A DAF provides an immediate vehicle to

deal with tax consequences and affords the donor the opportunity to

build a plan over time about where to make charitable disbursements.

Sjogren notes that the popularity of DAFs reflect new business strategies

within the financial advising world. “The majority of financial advisors are

moving from being investment salespeople to being wealth counselors,

looking at the wealth management of the client’s family. Inevitably,

philanthropic contributions are going to be part of an overall financial plan.”

ONE WAY ORAn increasing desire for anonymity—a trend perhaps in part prompted

by poor communications practices within the charitable sector—is also

contributing to a rise in DAF growth.

“We’re hearing complaints from many DAF donors about the relationship

management techniques of charities: not respecting the wishes of donors

around levels of contact, asking too frequently, asking for inappropriate

amounts, not keeping donors informed about how donations are being

used. The growth in giving anonymously through DAFs is in part a reaction

to being overwhelmed with communication from charities,” says Sjogren.

That’s a sobering thought. And perhaps just the proverbial tip of the

iceberg in terms of the insights financial advisors could share about donor

attitudes, given the sheer numbers of conversations about philanthropy

they’re having with clients.

Consider this: Keith Sjogren notes Canada’s approximately 10,000 financial

advisors—be they full service advisors, financial planners or investment

counselors—have access to donor advised funds. An increasing number

are engaging in multi-generational wealth conversations with their clients,

including discussions about philanthropy and legacy planning. So a

staggering number of donors and potential donors are talking about

charity and philanthropy not necessarily with their charity of choice,

but with their financial advisors.

As the lines between financial management and philanthropy become

increasingly blurred, building and maintaining relationships with donors once

removed will be a key challenge. Some charities, like SickKids in Toronto,

have set up their own DAF: the SickKids Charitable Giving Fund requires

a minimum commitment of $100,000 payable over five years or through an

estate. Fifty per cent of the fund supports SickKids, and fifty per cent may

be given to other qualified charities of the donor’s choosing.

It’s an excellent option for a large charity with the appropriate infrastructure.

But the path forward is not quite as clear for the rest of Canada’s charities.

One thing is certain: if donors are choosing to give anonymously because

of aggressive or non-existent stewardship practices, we’d be wise to take

an honest look at how we’re communicating with our nearest and dearest.

Are we keeping them engaged or pushing them away?

There may be other lessons we can learn from our financial management

counterparts. Since our worlds appear to be moving closer and closer

together, how can we collaborate to strengthen our practices and the

sector as a whole? Similarly, professionals from the charitable sector

could contribute to financial advisors’ understanding and knowledge of

the charitable landscape, enhancing their ability to serve their clients.

There’s a lot at stake. An intergenerational wealth transfer pegged at the

$1 trillion dollar range is just around the corner, and with it, the potential for

significant charitable contributions. Donor advised funds, both inside and

outside community foundations, will likely be on the receiving end of a

significant portion of those funds. Finding creative ways for financial and

charitable professionals to share their knowledge and work together could

lead to greater understanding on both sides, and strengthen our ability to

serve Canadian philanthropists and the charitable sector.

What is your experience with donors giving through donor-advised funds?

How has your charity adapted to this increasingly popular giving vehicle?

Drop us a line at info@theoffordgroup.com to share your stories and

feedback, we’d love to hear from you.

Donor Advised Fund (DAF):

A distinct fund or account established within

the structure of a registered charity into which

a donor makes a single or series of irrevocable

gifts. The donor then advises the charity how

he/she would like the funds to be spent.

P1

0

//

O

NE

W

AY

O

R

AN

OT

HE

R

//

B

LO

ND

IE

/

/

19

79

REBEL YELL

Canada’s mainstream health and education charities occupy

a great deal of mass media attention. Multi-million dollar gift

announcements, naming rights to schools and buildings and major

campaign announcements often make the local, if not national news.

Size of physical footprint, size of staff, and annual fundraising

results aren’t always an indication of who has a presence and voice.

It’s often said that turning the brand of big, long-standing charities is

like turning a massive ship: slow and incremental. Smaller charities

can be more nimble and creative when it comes to making their

voice heard above the crowd. We’re lucky to be able to work with

all types of clients. Recently, we spoke with three passionate

leaders about how they are attracting donor support and building

for sustainability in today’s competitive fundraising environment.

FOCUS ON LEADERSHIP. BE CREATIVE. MAKE IT FUN.

Jennifer Jones, President of the Toronto Public Library Foundation,

counts on volunteer leadership, creativity and fun as her triple-mix

for fertilizing the Foundation’s growth in revenues. With over 100

libraries to support, the Foundation’s small but mighty fundraising

team supports a massive enterprise. The Foundation must focus

its efforts on how fundraising can impact the largest numbers of

people, programs and neighbourhoods. The Foundation team

recently launched “I am Library People”, a campaign focussed

on making the library relevant for everyone. They’ve engaged

thousands of people in building a stronger collective

understanding of how the library is critical for our city today.

Three Charities Making Themselves HeardBy Robin Fowler, CFRESenior Consultant, Offord Group and Marts & Lundy

REBEL YELL

Canada’s mainstream health and education charities occupy

a great deal of mass media attention. Multi-million dollar gift

announcements, naming rights to schools and buildings and major

campaign announcements often make the local, if not national news.

Size of physical footprint, size of staff, and annual fundraising

results aren’t always an indication of who has a presence and voice.

It’s often said that turning the brand of big, long-standing charities is

like turning a massive ship: slow and incremental. Smaller charities

can be more nimble and creative when it comes to making their

voice heard above the crowd. We’re lucky to be able to work with

all types of clients. Recently, we spoke with three passionate

leaders about how they are attracting donor support and building

for sustainability in today’s competitive fundraising environment.

FOCUS ON LEADERSHIP. BE CREATIVE. MAKE IT FUN.

Jennifer Jones, President of the Toronto Public Library Foundation,

counts on volunteer leadership, creativity and fun as her triple-mix

for fertilizing the Foundation’s growth in revenues. With over 100

libraries to support, the Foundation’s small but mighty fundraising

team supports a massive enterprise. The Foundation must focus

its efforts on how fundraising can impact the largest numbers of

people, programs and neighbourhoods. The Foundation team

recently launched “I am Library People”, a campaign focussed

on making the library relevant for everyone. They’ve engaged

thousands of people in building a stronger collective

understanding of how the library is critical for our city today.

Three Charities Making Themselves HeardBy Robin Fowler, CFRESenior Consultant, Offord Group and Marts & Lundy

“We also changed the name of our gala event from the Book Lovers

Ball to the Biblio Bash—a fresh name helped us change it up a little,

recruit new people as volunteers and supporters,” says Jones. As a

result of the enhanced focus on leadership, creativity and fun, the

Foundation team has secured new major gifts and higher-profile

volunteers, both key goals of their strategic plan.

CREATE NEW TOOLS. TELL THE BEST STORY POSSIBLE.

Camp Oochigeas isn't exactly under the fundraising radar. A highly

successful and long-running relationship with Sporting Life has kept their

name on the lips of thousands of spring 10K runners for more than 15

years. But how many of those runners would know that Ooch's programs

now impact more children outside of their Muskoka camp location than

in it? The camp recently engaged Offord to create a breakout case for

support and accompanying conversation guide to inspire major donors

to support Ooch's outreach programs across the province. As Chief

Development Officer Ashley Hilkewich puts it: “Sharing our vision for the

future and intertwining it with stories of kids and families we serve–that’s

helping Ooch secure multi-year support for the organization’s strategic

plan. When donors get behind your big, ambitious goals for the future

anything is possible. For Ooch, it has meant the world for us to have new

tools to present our story in meaningful ways.”

INNOVATE, WHILE BALANCING BOLDNESS AND CAUTION.

North York Harvest Food Bank took the first bold steps in developing

longer-term solutions to hunger and poverty by leveraging its

assets—including a vast food storage warehouse—to create a forklift

certification program, aimed at building pathways to decent work for

community members through skills development. “This works on a few

different levels,” says Executive Director Ryan Noble. “We know that

hunger is caused by lack of income. But we felt it was not only

appropriate, but incumbent upon us to look at ways we could go

beyond meeting immediate food needs and actually try to move

the dial on root causes and long-term solutions. From a fundraising

perspective, a new program like this also gives us another angle in

the way we talk about our work. We hope it provides an opportunity

for supporters who are interested in longer term, systems

approaches to engage with us.”

A FEW MORE TIPS

Diversify your thinking. Problems won’t be solved by asking the

same people the same questions. Look to outside influencers and

decision makers for inspiration.

Be guided by the past but think ahead. What lessons can you

learn from past experiences, and how can these help shape what

you do next? Assign accountability: Who is responsible for keeping

an eye on the horizon? When you’re focussed on the day-to-day,

it’s easy to forget to look ahead, but it’s crucial.

Evaluate funding streams. Technology has changed philanthropy

in ways we never could have imagined even 10 years ago—keeping

current and evaluating what is working and what isn’t is important for

sustainability. Organizations can’t keep doing everything they have

always done. Prioritization is paramount for future sustainability.

FURTHER READING

Charities, Sustainable Funding and Smart Growth Discussion Paper

by Brian Emmett, Chief Economist for Canada’s Charitable and Nonprofit Sector,

2016, Imagine Canada

P1

2

//

R

EB

EL

Y

EL

L

//

B

IL

LY

I

DO

L

//

1

98

3

Strong corporate and community ties uniquely position colleges to

meet the demand for highly qualified graduates with specialized skills.

It’s a collaboration that’s increasingly vital not just for students, but for

the economy as a whole. A recent report by RBC predicts that half of

Canadian jobs will be impacted by automation over the next ten years.

As the digital revolution continues to transform the way we live and

work, a strong alignment between industry and colleges gives

students the skills they need for the workplace of tomorrow.

These relationships are essential for student success post-graduation

and for the health of the Canadian economy. Colleges have long met

this challenge through co-op work experiences, student exchanges,

applied and academic research, and the joint delivery of programs

and industry-focused projects. 

At Humber College, there are countless examples of how these

partners play an important role across a vast array of the College’s

technical and vocational programs. Nowhere is their value better

recognized however than at the Barrett Centre for Technology

Innovation (Barrett CTI), set to open in early 2019.

Created through two trailblazing gifts of $5 million from the Barrett

Family Foundation, the Barrett Centre for Technology Innovation is

set to become a one-of-a-kind powerhouse for applied technological

research and skills development. The new Centre will offer more than

93,000 square feet of collaborative learning space and cutting-edge

technology that will transform how education is structured and

delivered not only to students, but to existing employees in partner

organizations. Through the Barrett CTI, Humber will offer companies

customized training programs to address changing skill requirements,

enabling them to reskill and retain their employees. The CTI will be an

important catalyst for collaboration among academia, industry and the

community. “The Barrett CTI will soon be home to a revolutionary new

industry-driven consortium—a joint effort with our partners to deliver

a distinctive brand of skills development and training and applied

research to existing employees and future generations of talented

students,” says Dr. Darren Lawless, Dean of Applied Research and

Innovation, Humber College. “The College is laying the foundation for

a support network that will not only enhance the student experience

and open doors for their successful future careers but will also

change the face of technology-reliant industries across the province.”

TAKIN’ CARE OF BUSINESS

Colleges Lead The Way In Corporate CollaborationBy Robin Fowler, CFRESenior Consultant, Offord Group and Marts & Lundy

Strong corporate and community ties uniquely position colleges to

meet the demand for highly qualified graduates with specialized skills.

It’s a collaboration that’s increasingly vital not just for students, but for

the economy as a whole. A recent report by RBC predicts that half of

Canadian jobs will be impacted by automation over the next ten years.

As the digital revolution continues to transform the way we live and

work, a strong alignment between industry and colleges gives

students the skills they need for the workplace of tomorrow.

These relationships are essential for student success post-graduation

and for the health of the Canadian economy. Colleges have long met

this challenge through co-op work experiences, student exchanges,

applied and academic research, and the joint delivery of programs

and industry-focused projects. 

At Humber College, there are countless examples of how these

partners play an important role across a vast array of the College’s

technical and vocational programs. Nowhere is their value better

recognized however than at the Barrett Centre for Technology

Innovation (Barrett CTI), set to open in early 2019.

Created through two trailblazing gifts of $5 million from the Barrett

Family Foundation, the Barrett Centre for Technology Innovation is

set to become a one-of-a-kind powerhouse for applied technological

research and skills development. The new Centre will offer more than

93,000 square feet of collaborative learning space and cutting-edge

technology that will transform how education is structured and

delivered not only to students, but to existing employees in partner

organizations. Through the Barrett CTI, Humber will offer companies

customized training programs to address changing skill requirements,

enabling them to reskill and retain their employees. The CTI will be an

important catalyst for collaboration among academia, industry and the

community. “The Barrett CTI will soon be home to a revolutionary new

industry-driven consortium—a joint effort with our partners to deliver

a distinctive brand of skills development and training and applied

research to existing employees and future generations of talented

students,” says Dr. Darren Lawless, Dean of Applied Research and

Innovation, Humber College. “The College is laying the foundation for

a support network that will not only enhance the student experience

and open doors for their successful future careers but will also

change the face of technology-reliant industries across the province.”

TAKIN’ CARE OF BUSINESS

Colleges Lead The Way In Corporate CollaborationBy Robin Fowler, CFRESenior Consultant, Offord Group and Marts & Lundy

Since 2016, industry leaders such as Cisco Canada, Festo Didactic Inc.,

SEW-EURODRIVE, Rockwell Automation and DMG MORI Canada

have also partnered with Humber, pledging their dollars, resources,

time and expertise to the further evolution of the CTI. Whether through

the latest technology and equipment, scholarships or student

supports, experiential learning opportunities or innovative skills

training programs, students are being given the capacity to enhance

their academic journeys with hands-on experience, industry-calibre

exposure and exclusive career opportunities post-graduation.

The consortium also affords companies an important resource for

increasing their awareness of and adaptability to new and emerging

technologies through easy access to industry and academic expertise.

“With the tools and resources that these partnerships have cultivated,

we are now in a prime position to fill critical gaps in the industry.

Rising interest in these types of collaborations have demonstrated

a distinct and inventive way to provide support for our students,

redefining what philanthropy looks like in the postsecondary world,”

says Krista O’Donnell, the College’s Chief Advancement Officer.

An estimated 4 million young Canadians are preparing to enter the

workforce over the next decade, at a time when the digital revolution

is disrupting the world of work at breakneck speed. The partnerships

that have been important to colleges since their founding are now

essential, not just for student success post-graduation, but to ensure

Canada continues to be viewed as a smart place for investment in the

global marketplace, with a workforce with the skills and experience

to take on the jobs of tomorrow.

P1

4

//

T

AK

IN

C

AR

E

OF

B

US

IN

ES

S

//

B

AC

HM

AN

T

UR

NE

R

OV

ER

DR

IV

E

//

1

97

4

Colleges and Corporate Partnerships

In 2017, The George Brown College Foundation recognized the

exceptional generosity of its largest donor, Jack Cockwell and the

Brookfield Partners Foundation, for their gift of $8 million.

The 2015 partnership between Seneca College and Siemens

Canada led to the launch of Ontario’s first Mechatronics Simulation

and Demonstration Centre. 

Philanthropists Stephanie and Barry Zekelman recently gave a

gift of $5 million to St. Clair College in Windsor-Essex to name the

Zekelman School of Business and Information Technology.

There is no “i” in team (unless you add an “ng”)

In Boston for our Marts & Lundy staff conference this past July, Offord spent

the morning with Amy Edmondson, the Novartis Professor in Leadership and

Management at the Harvard Business School. For Edmondson, the word

team is a verb.

While “teams” are stable and bounded, enabling people get to know and

understand each other’s work styles, “teaming” is about working together

on the fly— coordinating and communicating across functional boundaries,

often with people you don’t know at all, to get interdependent work done.

Think about pulling together all the pieces for your organization’s Annual Report,

or a complex proposal for a research project. Edmondson’s work is chock full

of interesting observations, like how diverse teams have much higher performance

potential, and how psychological safety –being able to express oneself freely

without fear of negative consequences of self-image, status or career—

is the most important ingredient in successful teaming.

Watch Amy Edmondson’s TED talk, “How to Turn a Group of Strangers

Into a Team” or look out for her next book, The Fearless Organization:

Creating Psychological Safety in the Workplace. (Wiley, November 2018).

Organizations often seek our counsel when they’re facing something

big: a major campaign, the loss of a pivotal donor, or a fear that

fundraising may not be sustainable beyond the next few years.

Whatever the situation, there is a big gap between where they are

and where they want to be. They know something needs to change.

With many of our clients, we talk about the culture of philanthropy

at an organization—and not just among the fundraisers. Peter Drucker

famously said, “culture eats strategy for breakfast.” This is certainly true

when it comes to the relationship between fundraising strategy and the

overall culture of an organization. If your organizational culture isn’t where

it needs to be, increasing your fundraising capacity will be an uphill battle.

Culture is often what needs to change before anything else. But how?

Building a Culture of PhilanthropyBy Moira Dossetor, PhDSenior Consultant, Offord Group and Marts & Lundy

The key is deep collaboration between the philanthropic enterprise

and the rest of the organization. But collaboration is a bit like innovation:

while everyone says they’re doing it, few actually are. And even fewer are

doing it well. For some of our clients, fundraising is a unit or department

within a larger organization such as an independent school, university

or other charitable organization. Other clients, like large health care

foundations, are entirely separate entities established to support the

activities of a separate organization, like a hospital. While some shared

governance exists, the Foundation often functions quite separately,

sometimes even in a completely different location than the hospital. This

presents an interesting challenge: in such a context, how can one move

towards the deeper collaboration at the core of a culture of philanthropy?

Hospitals and Foundations: Two Solitudes or Integrated Partners?

Many health care operations are ripe for a culture tune up. Organizational

structures, budget setting processes and strong personalities can

reinforce hierarchical ways of thinking and working. Metrics too, are

often siloed; how goals are defined and how performance is evaluated

is often limited to an individual’s success in their particular area, without

consideration given to collaborative efforts across the organization. Let's

look at one example: the challenge—and potential—of integrating siloed

marketing and communications efforts of a hospital and its foundation.

Donors seldom make the distinction between the foundation and the

hospital. They give to have an impact on people. So, it stands to reason that

the stories of the hospital and the foundation both need to establish the link

between philanthropy and the quality of health care. Yet there is often a

disconnect between their central marketing and communications efforts and

their fundraising communications. Even when they’re not working at cross

purposes (which can happen), they’re seldom in lockstep.

Organizations often seek our counsel when they’re facing something

big: a major campaign, the loss of a pivotal donor, or a fear that

fundraising may not be sustainable beyond the next few years.

Whatever the situation, there is a big gap between where they are

and where they want to be. They know something needs to change.

With many of our clients, we talk about the culture of philanthropy

at an organization—and not just among the fundraisers. Peter Drucker

famously said, “culture eats strategy for breakfast.” This is certainly true

when it comes to the relationship between fundraising strategy and the

overall culture of an organization. If your organizational culture isn’t where

it needs to be, increasing your fundraising capacity will be an uphill battle.

Culture is often what needs to change before anything else. But how?

Building a Culture of PhilanthropyBy Moira Dossetor, PhDSenior Consultant, Offord Group and Marts & Lundy

The key is deep collaboration between the philanthropic enterprise

and the rest of the organization. But collaboration is a bit like innovation:

while everyone says they’re doing it, few actually are. And even fewer are

doing it well. For some of our clients, fundraising is a unit or department

within a larger organization such as an independent school, university

or other charitable organization. Other clients, like large health care

foundations, are entirely separate entities established to support the

activities of a separate organization, like a hospital. While some shared

governance exists, the Foundation often functions quite separately,

sometimes even in a completely different location than the hospital. This

presents an interesting challenge: in such a context, how can one move

towards the deeper collaboration at the core of a culture of philanthropy?

Hospitals and Foundations: Two Solitudes or Integrated Partners?

Many health care operations are ripe for a culture tune up. Organizational

structures, budget setting processes and strong personalities can

reinforce hierarchical ways of thinking and working. Metrics too, are

often siloed; how goals are defined and how performance is evaluated

is often limited to an individual’s success in their particular area, without

consideration given to collaborative efforts across the organization. Let's

look at one example: the challenge—and potential—of integrating siloed

marketing and communications efforts of a hospital and its foundation.

Donors seldom make the distinction between the foundation and the

hospital. They give to have an impact on people. So, it stands to reason that

the stories of the hospital and the foundation both need to establish the link

between philanthropy and the quality of health care. Yet there is often a

disconnect between their central marketing and communications efforts and

their fundraising communications. Even when they’re not working at cross

purposes (which can happen), they’re seldom in lockstep.

We spoke with Ingrid Perry—recently honoured as the 2017

Outstanding Fundraising Professional by the Association of

Fundraising Professionals—to discuss the issue. Ingrid’s 30-year

career includes leadership roles at Bridgepoint Health Foundation,

St. Michael’s Hospital Foundation, North York General Hospital

Foundation and Women’s College Hospital Foundation. Now President

and CEO of Mackenzie Health Foundation, Ingrid and her team have

engaged ongoing campaign counsel from Offord for the $250 million

“Exceptional Care Belongs Here” campaign to build and equip the

new Mackenzie Vaughan Hospital.

“As we prepared for the campaign, we integrated Hospital and

Foundation communications into one team,” says Ingrid. Campaign

preparation and personnel changes offered an ideal time to look at

an integrated structure. “When you take a project that’s the magnitude

of the campaign we’re in, it was apparent to our leadership that we

needed one public face and one set of messages to achieve our goals.”

Mackenzie Health integrated not just communications and marketing,

but government relations, stakeholder relations, community

engagement and stewardship into the same team.

Stewardship? Yes, you read that right. “We view stewardship as

a communications function—a dialogue between our organization

and our key stakeholders,” explains Perry. “Offering communications

support to our major gift relationship managers frees them up to work

more closely with donors and prospects.” The new team also looks after

visual identities for the Hospital and the Foundation, wayfinding, donor

recognition and displays. It's a great way to make the experience

seamless for anyone interacting with the Hospital, or the Foundation.

Integrated Partners

More than a year into their newly integrated communications

structure, Perry says it’s working: approval processes are streamlined,

messages are aligned, and the communications team has cultivated

strong relationships with their colleagues across disciplines, including

events, major gifts, annual fund and campaign. This year, for the

very first time, the Foundation and Hospital published a joint annual

report—a great message to stakeholders who now hear the

Hospital and the Foundation speaking with one voice.

According to Perry, the keys to successful integration are the right

leadership and a willingness to listen. She acknowledges that “there

are times when the needs of the institution and its fundraising arm are

going to differ. You need to have frank conversations, and make sure

the right people are in the right jobs. The Hospital and Foundation

leadership need to be committed to working through the issues.”

“Coming together” is not without its challenges, and not every

organization is ready for the kind of collaboration undertaken

by Perry and her colleagues. But small steps will make things work

more smoothly. Take on a small project—like one communications

piece, or a special event—that will have clear mutual benefit. Find

champions, and let them help you build more relationships. Dampen

that fear of fundraising among your uninitiated colleagues by showing

them how asking for money is only a small part of what you do. Most

importantly, listen, twice as much as you talk (we fundraisers can’t

stand that dead space!). By hearing what matters to others you’ll be

able to find openings for how you can help, building a mutually

supportive culture where philanthropy thrives.

P1

6

//

C

OM

E

TO

GE

TH

ER

/

/

TH

E

BE

AT

LE

S

//

1

96

9

Honing in on aStrategic PlanBy Cheryl Roddick, CFRE Associate Consultant, Offord Group and Marts & Lundy

Many charities may think of strategic planning as another

organizational box that needs to be checked every three to five

years, or a necessary evil that evokes fear and dread. But a

well-designed strategic planning process doesn’t have to be either.

In fact, it can yield significant additional benefits beyond setting

the course for your organization for the next several years.

One of Offord’s strategic planning clients, Child Advocacy Centre

Simcoe/Muskoka (CACSM), saw these benefits first-hand when they

engaged us to develop a strategic planning process, culminating

in a two-day board/staff retreat. According to Tracey Carter,

Executive Director of CACSM, “One of the aims of our strategic

planning session was to bring people together—board, staff and

stakeholders—to craft the path forward. Feedback from the group

was clear. We had a shared understanding of key priorities.

Important opportunities were co-created, charting the CACSM’s

future course. The process itself was just as valuable to our

organization as was the creation of the strategic plan.”

A thoughtful, well-designed strategic planning process does

take time, but can yield significant long-term benefits by:

Bringing everyone together. There are very few opportunities in the daily activities of

an organization where everyone—including the board—comes

together around a shared purpose. Strategic planning provides

a rare opportunity to do so, focussed on a joint understanding

of the core mission of your organization.

Deepening everyone’s understanding of each other, and the organization. Let’s face it, most of your board members don’t have a strong

understanding of the day-to-day realities facing your frontline staff.

Similarly, your frontline staff are generally not aware of the

FOCUSONME

One

Sim

enga

n a

Honing in on aStrategic PlanBy Cheryl Roddick, CFRE Associate Consultant, Offord Group and Marts & Lundy

Many charities may think of strategic planning as another

organizational box that needs to be checked every three to five

years, or a necessary evil that evokes fear and dread. But a

well-designed strategic planning process doesn’t have to be either.

In fact, it can yield significant additional benefits beyond setting

the course for your organization for the next several years.

One of Offord’s strategic planning clients, Child Advocacy Centre

Simcoe/Muskoka (CACSM), saw these benefits first-hand when they

engaged us to develop a strategic planning process, culminating

in a two-day board/staff retreat. According to Tracey Carter,

Executive Director of CACSM, “One of the aims of our strategic

planning session was to bring people together—board, staff and

stakeholders—to craft the path forward. Feedback from the group

was clear. We had a shared understanding of key priorities.

Important opportunities were co-created, charting the CACSM’s

future course. The process itself was just as valuable to our

organization as was the creation of the strategic plan.”

A thoughtful, well-designed strategic planning process does

take time, but can yield significant long-term benefits by:

Bringing everyone together. There are very few opportunities in the daily activities of

an organization where everyone—including the board—comes

together around a shared purpose. Strategic planning provides

a rare opportunity to do so, focussed on a joint understanding

of the core mission of your organization.

Deepening everyone’s understanding of each other, and the organization. Let’s face it, most of your board members don’t have a strong

understanding of the day-to-day realities facing your frontline staff.

Similarly, your frontline staff are generally not aware of the

FOCUSONME

One

Sim

enga

n a

broader strategic issues that face the board. And neither are likely aware

of the passion and commitment that each bring to their roles. Strategic

planning exercises let staff and board into each other’s worlds, and

builds understanding and trust. That’s not just good for morale, it’s

good for the bottom line.

According to Board Source’s 2017 Report Leading with Intent, a

board’s understanding of organizational programs is linked to stronger

performance in other areas, including strategic thinking and planning,

overall engagement and commitment, external leadership and

ambassadorship and fundraising.

Providing an opportunity to celebrate successes. In the cut and thrust of the operational management of our organizations,

it’s difficult to find the time to pat ourselves on the back for a job well

done. Strategic planning allows organizations to look forward, but they

also create an opportunity to look back and assess how far you've

come; it's a chance for everyone to reflect and take pride in their

collective achievements.

Giving everyone a chance to be heard. Your team is your most valuable asset. Their day to day work gives

them experience, insight and information that’s invaluable to

strategic planning discussions.

Helping you face tough decisions together. It really is lonely at the top. Sometimes, the most difficult decisions

organizational leaders face are not about what to do, but what not to

do. This is especially true for organizations providing direct services who

often face difficult decisions about keeping up with increased community

need with limited resources. Strategic planning brings conversations

about balancing program expansion to meet increased need with

organizational sustainability out into the open. Regardless of which

direction an organization chooses to go, making the decision together

helps everyone feel involved, accountable and supported.

How to get the most out of strategic planning:

Bring in an outside facilitator. A neutral third party can keep the conversation going and

provide best practice advice around governance, fundraising

and priority development.

Prework is essential. A pre-session survey probing on key issues helps to make

the most effective use of time at the session.

Go offsite. Providing an environment where staff and board can get away

from day-to-day distractions to focus on higher level strategic

discussions is an absolute must.

Create an environment of trust. Your facilitator must set a tone that encourages thoughtful

discussion, respect and sharing of opinions.

Decisions must be made. Nothing is more frustrating than investing time into discussions

without the satisfaction of a concrete decision. At the outset, there

must be understanding among board and staff that the result of

the strategic planning session will be decisions around the

organization’s strategic directions.

Eisenhower said, “Plans are nothing. Planning is everything.”

Your final strategic plan may be followed to the letter or tweaked

extensively throughout its three to five year lifespan. But the most

valuable part of the process for your organization will be in providing

the opportunity for your team to share ideas, face challenges, learn

about one another, and engage in the powerful and unifying act of

shaping the future together.

P1

8

//

F

OC

US

O

N

ME

/

/

AR

IA

NA

G

RA

ND

E

//

2

01

3

At the risk of mixing metaphors, music and literature, please permit me to

reference both Tolstoy and Fleetwood Mac: every successful charity is

alike; every challenging charity is challenging in their own unique way.

What’s the solution? To stretch the cultural analogy into the world of

music: You can go your own way.

After decades of work in the sector and hundreds of clients served,

Offord consultants know there are core fundamentals of success,

especially in relation to fundraising and campaigns: strong leadership,

exceptional volunteer champions, a great and motivating story to tell,

and the constituents necessary to engage in an organization’s ambitions.

But the path to getting those essentials in place can be as unique as the

causes themselves.

At Offord, our topmost concern is providing the right kind of expertise and

advice to clients. As the lines between sectors blur, as organizations face

increasing complexity and competition, and as the charitable sector

explores and embraces new opportunities, we find our work not only

shifting, but deepening as well. As it should.

Here are some trends we’re noicing about our work with clients:

A partnership with your consultant is not limited to campaigns, or even fundraising. With philanthropy increasingly

important to launching ideas, building capacity and providing sustainability,

our work as consultants has shifted. No longer do we focus solely on

campaigns and fundraising; we now provide an integrated approach that

can include strategic planning, priority development, broader research and

market testing, marketing and communications planning, and talent hiring,

training and management. We’re also seeing a rise in the need for

on-the-ground, interim management support.

Consulting in theEra of Customization By Alison Holt Managing Director, Offord Group and Senior Consultant, Marts & Lundy

GO YOUR OWNWAY

At the risk of mixing metaphors, music and literature, please permit me to

reference both Tolstoy and Fleetwood Mac: every successful charity is

alike; every challenging charity is challenging in their own unique way.

What’s the solution? To stretch the cultural analogy into the world of

music: You can go your own way.

After decades of work in the sector and hundreds of clients served,

Offord consultants know there are core fundamentals of success,

especially in relation to fundraising and campaigns: strong leadership,

exceptional volunteer champions, a great and motivating story to tell,

and the constituents necessary to engage in an organization’s ambitions.

But the path to getting those essentials in place can be as unique as the

causes themselves.

At Offord, our topmost concern is providing the right kind of expertise and

advice to clients. As the lines between sectors blur, as organizations face

increasing complexity and competition, and as the charitable sector

explores and embraces new opportunities, we find our work not only

shifting, but deepening as well. As it should.

Here are some trends we’re noicing about our work with clients:

A partnership with your consultant is not limited to campaigns, or even fundraising. With philanthropy increasingly

important to launching ideas, building capacity and providing sustainability,

our work as consultants has shifted. No longer do we focus solely on

campaigns and fundraising; we now provide an integrated approach that

can include strategic planning, priority development, broader research and

market testing, marketing and communications planning, and talent hiring,

training and management. We’re also seeing a rise in the need for

on-the-ground, interim management support.

Consulting in theEra of Customization By Alison Holt Managing Director, Offord Group and Senior Consultant, Marts & Lundy

GO YOUR OWNWAY

Off the shelf solutions aren’t always thebest option. Many clients still begin their conversations with

us by requesting a product or service they know we offer—for

instance, a planning study or a case for support. While these

tools may seem straightforward enough, we’ve learned the best

timing, development, and approach to these can differ with each

client. We start by asking a simple question: “What questions do

you need answered to be able to move ahead?” We usually do

still end up with conversations with key donors and volunteers

and a case for support, but the questions asked, the story built,

and the order of the work aren’t always as originally imagined.

Analytics are crucial, but it’s equally importantto act on the results. Vast amounts of data enable

organizations to really pinpoint where the potential is, and to

build strong programs around aspirational but realistic goals.

We are doing an increasing number of online donor attitude

surveys, community market research assessments, comparative

benchmarking and analyses of clients’ data. But it’s not enough

to just measure; data must be analyzed, compared, and turned

into strategy that must be operationalized. As consultants we

are increasingly working at this delicate intersection, helping

clients use data to make decisions and then move plans

along accordingly.

The days of getting everything perfect before talking with donors are long behind us. The philanthropic sector is

rightfully focused on understanding donor motivation, with dozens of

studies, articles and books written on the subject. Why then are

organizations so slow to adapt to how donors behave? We still see

organizations who want to figure everything out in advance – the fully

defined case for support, the traditional campaign cabinet structure,

the public launch – even though the early thinking around all of that is

exactly when you want to invite your closest friends into the circle.

We are urging clients to find ways to engage donors earlier in carefully

managed discussions that can be used to gauge interest, confirm

direction and spur on further engagement.

Thinking big can mean thinking beyond traditional philanthropy—it's not just about raising more money. One major mistake organizations make is to conflate their funding

needs with their fundraising goals. Sometimes organizations need to

rethink their business models towards greater sustainability.

Particularly on capital projects, we are working earlier in the process

with clients on their funding model, of which philanthropy is only one

part. We’re exploring social impact investing, vehicles that maximize

tax relief or long-term planning for donors, naming and sponsorship,

and new means of securing structured gifts from our clients’ most

significant partners.

But enough about us. What’s your experience:How can consultants best provide value to you? Are your needs

changing? What questions do you need answered?

Tell us how you go your own way at info@theoffordgroup.com

P2

0

//

G

O

YO

UR

O

WN

W

AY

/

/

FL

EE

TW

OO

D

MA

C

//

1

97

6

NICHOLAS OFFORDPresident, Offord Group Senior Consultant, Marts & Lundy

JENNIFER BIZZARRISenior Consultant, Offord Group and Marts & Lundy

KIMBERLEY BILMERClient Services Coordinator, Offord Group

ROBIN FOWLER CFRE

Senior Consultant, Offord Group and Marts & Lundy

TRACY DEPASSBusiness Manager, Offord Group

AVON MACFARLANEVice-President, Offord Group Senior Consultant, Marts & Lundy

CHERYL RODDICK CFRE

Associate Consultant, Offord Group and Marts & Lundy

MOIRA DOSSETOR PhD

Senior Consultant, Offord Group and Marts & Lundy

ALANA FIANDEROperations and Administration Coordinator, Offord Group

ALISON HOLTManaging Director, Offord Group Senior Consultant, Marts & Lundy

TALENT DEVELOPMENT TO BUILD & KEEP A

HIGH-PERFORMANCE TEAM

Offord provides coaching and one-on-one counsel to help you and your

team thrive and succeed. From onboarding staff to executive coaching for

board chairs and CEOs, we can design a customized coaching and talent

development program for your organization.

ANALYTICAL SOLUTIONS THAT INFORM STRATEGY

& INVESTMENT

Data is crucial to making the right decisions. We have the tools to provide

you with the information you need, whether it’s measuring your organization’s

performance against your peers, testing fundraising priorities directly with

your constituency or predicting fundraising success.

TRUSTED COUNSEL THAT OFFERS EXPERIENCE AND

PERSPECTIVE FROM CLOSE TO HOME & AROUND THE WORLD

With deep experience in health, education, independent schools, social

services and arts and culture, we’ll put together the right team to complement

yours. Working side-by-side, we can help you assess the critical issues and

guide the implementation of whatever change is necessary to meet your goals.

INSIGHTS THAT DRIVE YOUR ORGANIZATIONAL SUCCESS

Before planning for the future, understand the present. Offord Group can

assess your organization’s leadership, work environment, competitive

marketplace and productivity. We can examine your communications efforts,

determine your campaign readiness, and use both qualitative and quantitative

information gathering to gain insight from Board members, volunteers,

donors and community members.

COMMUNICATIONS THAT COMPEL ENGAGEMENT & GIVING

Case development is an important strategic opportunity as well as a crucial

communications tool. We help clients identify and build support for institutional

priorities, writing and designing cases that inspire, and offering strategic

counsel for comprehensive marketing and communications initiatives.

HOW CAN OFFORD GROUP HELP YOU?

First, we listen to understand more about you and your organization.

Then, we can shape a custom engagement that speaks to your

organization’s needs, goals and budget.

3

4

51

Our Services Include:

• Custom strategic counsel

• Transition / interim leadership

• Fundraising, campaign and communications assessments and planning

• Analytics, donor attitude surveys, predictive growth

models and community/market research

• Talent development

• Strategic planning

• Consultative and focus group facilitation

• Brand/campaign positioning, fundraising priority development,

case for support and corollary communications services Contact us to learn more at info@theoffordgroup.com.

2

V O L U M E 1 3 2 0 1 8VictoriaStreet R E C O R D S

M U S I C A L I N S T R U M E N T S E R I E S

P E R S P E C T I V E S O N C A N A D I A N P H I L A N T H R O P Y

Actors Fund of Canada •Adoption Council of Ontario • Aga Khan Museum Foundation • Alzheimer Society of Canada • Alzheimer Society of Saskatchewan • Anglican Foundation • Art Gallery of Ontario • Arthritis and Autoimmunity Research Centre Foundation • Arthritis Society • Artscape • Ashbury College • Aspengrove School • Assiniboine Park Conservancy • Athol Murray College of Notre Dame • Autism Speaks Canada • Banff Centre •Baycrest Foundation • BC Cancer Foundation • Belleville General Hospital Foundation • Bialik Hebrew Day School • Bishop's College School • Boston Children's Hospital Trust • Brescia University College • Bridgepoint Foundation • Bruyère Foundation • Child Advocacy Centre, Simcoe/Muskoka • Calgary Health Trust • CAMH Foundation • Camp Oochigeas • Camp Ramah in Canada • Canadian Accredited Independent Schools • Canadian Association of Family Resource Programs • Canadian Cancer Society, B.C, Ontario, Yukon • Canadian Cancer Society, National • Canadian Centre for Diversity and Inclusion • Canadian College of Naturopathic Medicine • Canadian Medical Foundation • Canadian Mental Health Association • Canadian Olympic Foundation • Canadian Opera Company • Canadian Shaare Zedek Hospital Foundation • Canadian Stem Cell Foundation • Canadian Tire Jumpstart Charity • Carcinoid-NeuroEndocrine Tumour Society Canada • CARE Canada • Casey House Foundation • Centennial College • Child Development Institute • Children's Aid Foundation • Children's Hospital of Orange County • CivicAction • CNIB • Community Food Centres Canada •

Concordia University • Crescent School • Crohn's & Colitis Canada • Crossroads International • CSpace • Dalhousie University • de Souza Institute • Elmwood School • Evergreen Brick Works • Fort York Foundation • Foundation Fighting Blindness • Gardiner Museum • George Brown College Foundation • Globe Theatre • Goodwill Industries, Ontario Great Lakes • Grey Bruce Health Services • Guelph Humane Society • Hamilton Health Sciences Foundation • Harbourfront Centre • Havergal College •Heart and Stroke Foundation, National • Heart and Stroke Foundation, Manitoba, Ontario • Holland Bloorview Kids Rehabilitation Hospital Foundation • Holy Trinity School • Hospitals of Regina Foundation • Humber College • International Center for Tropical Agriculture • Isaac Reputation Group • Ivey Business School at Western University • Jewish Family & Child • Kids Health Foundation • Kids Help Phone • Kitchener-Waterloo Art Gallery • Kof�er Centre of the Arts • Kol Ami • Lake�eld College School • Lakeridge Health Foundation • Let's Talk Science •Liberal Party of Australia • Loblaw Companies Ltd. • London Health Sciences Hospital Foundation • Lower Canada College • Mackenzie Health Foundation •Mariann Home • McDermott House Canada • McGill University • McGill University Health Centre • McMaster Children’s Hospital • McMichael Canadian Art Collection • Médecins Sans Frontières • Metabolic Syndrome Canada • Michael Garron Hospital Foundation • Michener Institute for Applied Health Sciences • Museum of Contemporary Art Toronto Canada • Montcrest School •

Montreal General Hospital Foundation • Mount Allison University • MS Society of Canada •National Arts Centre • National Ballet School of Canada • National Gallery of Canada Foundation • National University of Singapore • National Youth Orchestra of Canada • North York General Hospital Foundation • North York Harvest Food Bank • OCAD University • Ontario Agency for Health Protection & Promotion • Ontario Medical Foundation • Ontario Parks • Ontario Science Centre • Ottawa Hospital Foundation • Ottawa Regional Cancer Centre Foundation • Oxfam Canada • Pathways to Education Canada • Pearson College • Pine River Institute • Queen's University • Reena Foundation • Right to Play Canada • Robbins Hebrew Academy • Rotman School of Management • Royal Manitoba Theatre Centre • Royal Ontario Museum • Royal Ottawa Foundation for Mental Health • Royal Society of Canada • Royal St. George's College • Royal Victoria Regional Health Centre Foundation • Royal Winnipeg Ballet • Rugby Canada • Ryerson University • Sail Canada • Saint Elizabeth Foundation • Seneca College • Sheridan College • SickKids Foundation • Sinai Health Foundation • Skills for Change •Smith School of Business - Queen's University • Somers�eld Academy • Southlake Regional Health Centre • Spinal Cord Injury Ontario • St. Amant Foundation • St-Boniface Hospital Foundation • St. Clement’s School • St. George’s School • St. John’s School • St. John’s-Ravenscourt School • St. Joseph’s Health Centre Foundation • St. Joseph’s Healthcare Foundation • St. Margaret’s School • St. Michael’s College School • St. Michael’s Hospital Foundation •

St. Michaels University School • St. Mildred's-Lightbourn School • Sterling Hall School • Sunnybrook Foundation • TanenbaumCHAT • The Bentway Conservancy • The Bishop Strachan School • The Canadian Journalism Foundation • The Corporation of Massey Hall and Roy Thomson Hall • The Gairdner Foundation • The Hearing Foundation of Canada • The Kidney Foundation of Canada • The Royal Conservatory of Music •The Scarborough Hospital Foundation • The Stop Community Food Centre • The York School • Toronto French School • Toronto Public Library Foundation • Toronto Rehab Foundation • Toronto Symphony Orchestra • Trafalgar Castle School • Traf�c Injury Research Foundation • Trillium Health Partners Credit Valley Hospital Foundation • United Way of Peel Region • United Way of the Alberta Capital Region • United Way/Centraide Canada • United Way/Centraide Ottawa • Université de Montréal • University Health Network • University Hospitals Kingston Foundation • University of Alberta • University of British Columbia • University of Guelph • University of Lethbridge • University of Manitoba • University of New Brunswick • University of Ottawa • University of Ottawa Heart Institute Foundation • University of Toronto • University of Toronto, Child Nutrition • University of Toronto, Faculty of Medicine • University of Toronto, School of Continuing Studies • University of Windsor, Faculty of Law • Upper Canada College • Vancouver Art Gallery • VGH & UBC Hospital Foundation • Victoria University • Wellspring • West Lincoln Memorial Hospital Foundation • West Park Foundation • Women's College Hospital Foundation • WoodGreen Community Services Foundation • World Wildlife Fund - Canada • YMCA of Greater Toronto • York University Foundation • Young People's Theatre •

44 VICTORIA STREET, SUITE 1501, TORONTO, ON, CANADA M5C 1Y2

t 416.640.4135 e info@theoffordgroup.com theoffordgroup.comTHANK YOUTO OUR CLIENTS