Alberta Nonprofit Network News
Across Alberta’s nonprofit sector, ongoing conversations about workforce sustainability reveal a range of interconnected challenges, including recruitment and retention, compensation, and capacity. Among these, retirement insecurity continues to emerge as a key concern.
Many nonprofit employees dedicate their careers to serving communities, often accepting lower wages and fewer benefits than their counterparts in the private and public sectors. Over time, this has contributed to a growing gap in access to workplace pensions and long-term retirement savings options, resulting in financial uncertainty for individuals and a broader workforce challenge for organizations working to recruit, retain, and support staff.
In 2024, Alberta Nonprofit Network (ABNN), alongside sector partners, engaged with nonprofit leaders, staff, and stakeholders in conversations about workforce challenges. Participants highlighted the absence of structured retirement savings options, the difficulty of competing with other sectors that offer better benefits, and the long-term implications for both employees and organizational sustainability. There was also a clear interest in sector-wide solutions, rather than relying solely on what individual organizations can provide on their own.
These discussions sparked a deeper exploration of the issue. In 2025, ABNN and Volunteer Alberta launched the first phase of the Dignified Retirement Research Project, a first-of-its-kind provincial initiative to understand the current pension landscape and identify potential pathways forward. This research engaged more than 200 nonprofit employees and over 90 organizational leaders across Alberta, providing a detailed snapshot of retirement readiness across the sector. The findings are captured in the Pension Planning in the Nonprofit Sector: Current Gaps and Future Dreams Report.
What emerged from this work confirms both the scale and the urgency of the issue. While many leaders expressed a strong interest in improving retirement benefits, they also identified significant barriers, including budget constraints, funding instability, and limited capacity to manage pension programs.
Nearly half of employees (46.92%) reported their organization do not offer any pension or retirement savings plan, while more than one-third of organizations (37.36%) provide no retirement benefits at all. Where retirement savings options do exist, they are most often limited to group RRSPs rather than formal pension plans. Additionally, over 44% of respondents reported being dissatisfied or very dissatisfied with their existing benefits, reflecting a disconnect between what is available and what is needed.
At the same time, the demand for better options is strong and consistent. More than 80% of employees indicated they would be willing to contribute to a pension plan, demonstrating a clear commitment and desire for long-term financial security. Interest in defined benefit models, which offer predictable retirement income, exceeding 85% in some cases.
Overall, the findings point to alignment across the sector on the importance of retirement security, alongside limited capacity within individual organizations to address it independently. This points to the need for solutions that are both collaborative and responsive to the financial realities of the nonprofit sector.
Building on this work, the provincial pension research initiative is now moving into its next phase in 2026. While the initial phase focused on understanding the issue and exploring potential models, this next stage focuses on moving closer to practical design and implementation.
This phase will examine governance and delivery models for a potential sector-wide pension solution, while assessing the conditions needed to move forward. A key priority will be ensuring that any future approach is both meaningful for employees and feasible for organizations to adopt and sustain.
Continued collaboration across the sector will be essential. The next stages will include ongoing dialogue with nonprofit representatives, refinement of potential options, and identifying partnerships and supports required to move from research to action. This includes exploring how funding structures, policy considerations, and shared approaches could expand access to retirement benefits across the sector.
There is a growing opportunity for the sector to come together around a shared goal of improving retirement security for nonprofit workers across Alberta. We are currently inviting expressions of interest for the next phase of this work, including participation in a provincial task force. Opportunities for partnerships with pension providers and other organizations are also being explored.
We encourage those who are interested to connect with us, share your perspectives, and take part in shaping a meaningful step forward for a sector-wide retirement plan.
Learn more about the Dignified Retirement Research Project
Reflections on a Budget
The Alberta Nonprofit Network (ABNN) brings together organizations from across the province that exist to strengthen and support Alberta’s nonprofit sector. One of ABNN’s greatest assets is the diversity of thought within its leadership group - the Network Stewards. Each Steward organization comes with a distinct mandate, history, geography, and worldview, and it is this plurality of perspectives that gives ABNN its depth and resilience. Our work is grounded in a simple truth: none of us is as smart as all of us.
From that foundation, ABNN offers this collection of brief reflections on the Government of Alberta’s recent budget. As with any sensemaking exercise, interpretation depends on where you sit. These insights are not intended to provide a comprehensive budget analysis, but rather a series of snapshots of how several Network Stewards see the budget affecting the communities they serve and the sector as a whole.
We hope these perspectives spark your own reflection. We invite you to share them with us.
Reflection: Volunteerism as a Foundation for Strong Communities
By Miki Stricker-Talbot Executive Director, Volunteer Alberta and ABNN Network Steward
The Government of Alberta’s Ministry of Arts, Culture, and Status of Women 2026 business plan identifies a vision that resonates across Alberta’s nonprofit ecosystem: “Alberta’s culture is built on strong communities and a shared and celebrated history.”
Its commitment to “work with community partners to develop a plan to increase volunteerism across the province” opens an important and timely conversation about what conditions actually support volunteerism and contribution today.
Our research into volunteerism through (Re)Engaged: Volunteerism from the Ground Up has shown that across Alberta, people want to contribute. They want connection, meaning, and a sense of shared purpose. But many are navigating a complex mix of pressures – feeling stretched thin by competing priorities, socially out of practice after the years of the pandemic or feeling stuck about where to begin. People aren’t avoiding community but are looking for ways back into it that feel welcoming, low- pressure, and genuinely meaningful. And it’s here that the deeper role of volunteerism comes into focus. Volunteerism is far more than a mechanism that keeps nonprofits operating, rather, it is one of the most accessible ways people find belonging, meaning, purpose, and connection: it is a public health benefit.
Ccontribution is rarely sparked by information alone. It grows in relationship, through small invitations, moments of ease, and roles people “bump into” rather than hunt for. It grows when commitment feels joyful rather than obligatory, and when people can build their own capacity while contributing to something larger than themselves. And it grows when we make it easier for people to try things – even imperfectly – instead of overthinking their way out of participating.
When we understand this, we begin to see that the future of volunteerism in Alberta depends on the infrastructure of relationships that help people reconnect with one another. Volunteer Centres, community hubs, and local service organizations can play an essential role in creating these points of entry for places where people feel invited, supported, and confident stepping into community life.
The Ministry’s business plan’s performance indicator which tracks levels of formal volunteering captures just one dimension of how Albertans contribute. A stronger provincial approach will recognize the full spectrum of contribution – formal and informal, structured and spontaneous, organizational and personal – that strengthens our communities every day.
As an ABNN Network Steward, I see an exciting opportunity in the government’s call to create a provincial volunteer plan. Together with community partners, we can shape an approach that reflects how people actually connect, learn, grow, and contribute today, and that nurtures readiness, strengthens relationships, and supports the shared social infrastructure communities rely on.
Alberta is full of people who want to do good together. With thoughtful investment in the systems that help them find their way in, we can strengthen the collective capacity at the heart of our province’s culture and community life.
Budget Resources:
Budget 2026: Non-Profit Sector Impact (Webinar) - Alberta Counsel
Budget 2026: What It Means for Non-Profits – Shift Media Strategies & New West Public Affairs
Budget 2026: What It Means for Alberta’s Nonprofit Sector - Nonprofit Chamber
As ABNN develops our priorities for the next year, the Workforce Development Steering Committee has identified the following emerging areas for exploration:
Our initial dialogue regarding mental health and well being was held on May 4th, and involved 32 participants representing a variety of experiences and perspectives related to mental health in the Alberta nonprofit sector. The dialogue was focused around:
We knew this is a complex issue, and the participants highlighted the magnitude of both the challenge and the opportunity before us. There is much more to explore as we work together to support staff and develop workplaces that place a priority on mental health and wellbeing.
We will be convening conversations to dive deeper into topics identified on May 4th, such as:
If you would like to join in the dialogue, please contact us!
As the pandemic drags on, ABNN’s sector survey shows nonprofits are increasingly worried about staff mental health. In fact, according to ABNN’s third Pulse Check on the Impact of COVID-19 on Nonprofits and Voluntary Organizations Report, more than half of nonprofit respondents said staff mental health was their greatest operational challenges.
From health and safety worries, to vanishing funding streams, to ever growing need and complexity, nonprofit staff have been dealing with a lot – all while working remotely and managing their own personal stresses,” says Mike Grogan, CEO and President of IntegralOrg and part of the team leading the ABNN survey.
“Concerns about staff mental health are pervasive across the sector.”
Compounding Challenges
The survey data showed that almost three-quarters of nonprofit respondents saw revenues decrease this year, with many indicating they are struggling to fund core organizational activities. Organizations also indicated they are working in more complex environments, experiencing increased demand and losing capacity.
When asked about the impact of COVID-19 on the workforce, respondents indicated that the pandemic is having a significant impact on staff stress and workload. The workforce’s ability to engage has been further impacted by remote work and staff absences. Very few responding organizations were immune to these stresses.
Preserving the Health and Wellbeing of our Staff and Sector
While the survey (which included ~500 respondents) is not intended to be statistically representative of the sector, the findings are suggestive of the mounting challenges faced by organizations.
“The sector is typically very resilient, always finding ways to do more with less, but we need to rethink how we respond to demand and take care of our staff at the same time,” says Gemma Dunn, Executive Director of ECVO and also involved in the survey team. “We might need to reconsider how we work and the demands we put on ourselves. We may need to partner in different ways, change our offering or even say ‘no’ in order to protect the health of our employees.
"Nonprofits need to put the oxygen mask on first. As a sector, we need to make sure we’re healthy and resilient enough to get through this.”
~ Gemma Dunn, Executive Director, ECVO
Mental Health Resources
ABNN Workforce Development Committee is committed to taking a deep look at the survey results, and is reaching out to nonprofits and experts to better understand these mental health concerns and potential supports. Initial research and scans show that existing resources for organizations may not be readily apparent and there may not be enough clearly focused on the nonprofit sector.
However, greater attention is starting to turn to this issue and we anticipate more resources will be shared and/or developed from within and beyond the sector.
We have started compiling existing mental health resources and have created a new Mental Health Resources Page on our website. We will continue to add to this page as we identify resources, so please send us information about those that are helpful in your workplace. We also encourage organizations to share with us their stories of how they've successfully supported mental health and we will share them on social media.
While there is the bigger picture of addressing this systemic issue, Mike also reminds us there are things we can do in our day-to-day to help ourselves and others, “I’ve had some really hard days this last year, and it truly helps to call a friend or colleague and talk about it. If you’re struggling with a challenge or having a bad day, reach out to someone. And take a moment to ask your colleagues and staff how they are really doing. It can make a big difference.
For most of us across the sector, 2020 was a year that required adaptation, perseverance, and somehow balancing daily urgencies and mission-critical work.
ABNN was no different. While only in our second year as a network, ABNN and its partners found themselves responding to the critical needs of the sector, while also working to move our core priority areas forward.
Here are some of the highlights:
1. Data Strategy
2. Sector Value & Impact
3. Workforce Development
4. Government Relations
What's in store for 2021?
ABNN is focused on continuing to amplify the voices of the Alberta nonprofit sector, especially in the critical areas you’ve told us matter most right now - mental health, diversity, equity & inclusion, and financial sustainability. The data from our latest survey will help prioritize ABNN efforts for 2021, while ongoing engagement with you - the sector - will be a key in supporting transformative change.
Alberta's nonprofit sector is critical to the social and economic recovery of our communities. ABNN endeavours to empower collective action to address systemic challenges for our sector and strengthen our foundations for tomorrow. Thank you for inspiring our efforts and fueling our action!
Please join ABNN for an information session to learn more about the Government of Alberta’s new Civil Society Fund grant program. This fund provides $20 million to expand civil society’s capacity to address social problems for Albertans – of which $7 million is budgeted for 2020/21 to support civil society’s recovery from the COVID-19 pandemic.
Join us on Wednesday, January 6 from 9:30 to 10:30a.m. to learn more about the fund, eligibility requirements and how your organization can apply. We will be joined by Ken Dropko and Glen Hughes of the Ministry of Community and Social Services, who will provide an overview of the program and answer your questions. Ken is the Executive Director, Family and Community Services Branch, Preventive Community Services Division; and Glen is Secretariat Director, Premier’s Council on Charities and Civil Society.
DATE: Wednesday, January 6
TIME: 9:30 – 10:30 a.m.
Register here
Fall Sector Survey Shows Nonprofit Challenges are Evolving
A survey is a snapshot in time – telling the story of what people and organizations were dealing with and feeling in a particular moment.
Since the COVID-19 pandemic began in early March, ABNN has conducted three sector surveys. Each tells a different story of the daily realities and challenges Alberta nonprofits and charities have faced during the different stages of this pandemic.
The survey we conducted in November, we saw that many of the challenges nonprofits had predicted in the spring surveys, such as a decrease in financial resources and capacity, have come true. Other trends have also emerged, such as concerns for staff mental health, the growing complexity of clients’ needs and delivery, and an increase in demand for services.
As the COVID-19 pandemic continues to dominate the well-being of Albertans, nonprofits play a critical role in supporting our communities through the health and economic challenges. It is important to understand the issues facing nonprofits so that we can better anticipate what is needed to support a strong and viable future for the sector. Our hope is that the data from this survey will help inform government, funders and other stakeholders about how they can best aid the sector. Equally important, this report should inform our own sector priorities – how must we adjust and how can we support each other during these difficult times?
For our part, ABNN will be using the results of the survey to inform our priorities and activities for 2021. We will be sharing this report widely within and beyond the sector, and we encourage you to do the same. We also expect that there will be many other follow ups and opportunities to build on this data.
View full report on our Covid-19 Impacts page.
This survey is one of the many ways ABNN works to support a proactive, collaborative and resilient sector, and we share our work freely and transparently. If you would like access to the raw data set or have questions about the results, please email info@albertanonprofits.ca.
In all we do, ABNN aims to be inclusive and relevant to Alberta nonprofits. That’s why we’re hitting the (virtual) road – participating in events, meetings and conferences across the province. We want to learn about your subsector/stakeholder’s needs and talk about common interests and opportunities for collaborating.
Our ABNN team can customize a presentation for you. We can speak to the current state of the sector, new research about the value and impact of Alberta’s nonprofit sector, and ABNN'S current priorities. We then kick off a discussion about your opportunities, challenges and ideas on how to advance nonprofits in Alberta. To have ABNN present at your next conference, subsector meeting or stakeholder event, please contact us at info@albertanonprofits.ca.
When ABNN held its first gathering in 2018, the question was asked: What would be most valuable in advancing Alberta’s nonprofit sector as a whole?
One of the top answers: meaningful data.
Stakeholders said that having the right information at the right time would better equip nonprofit and voluntary organizations to understand, measure and communicate impact, make evidence-informed decisions, advocate for system-level changes and drive program and organizational outcomes. Acting on this expressed need, ABNN formed the Data Strategy Steering Committee.
Moving towards the strategic use of data requires coordinated efforts and stakeholder input and buy-in. With the oversight of the ABNN Data Strategy Committee, PolicyWise for Children & Families brought together more than 25 data champions to explore how to advance the sector’s strategic use of data. Split out into three Task Teams, these representatives came from government, disability sector, voluntary organizations, technology backgrounds, libraries and the immigrant and refugee sectors.
Each task team engaged with the nonprofit sector to develop recommendations for action:
Through the work of the Task Teams, eight projects concepts of varying scale were developed. These projects focus on capacity building, data sharing, Government of Alberta data and the development of an Alberta Nonprofit Data Hub. More detail on these eight projects and the full Data Strategy Report: Building a Knowledge-Driven Nonprofit Sector or snapshots can be found on the Data Strategy website.
“The process showed how collaboration among nonprofits and their partners can create the kind of data initiatives that will be useful to everyone,” said Robyn Robyn Blackadar, PolicyWise President & CEO. “We look forward to continuing this journey and supporting the nonprofit sector to realize the full potential of this project.”
Have a question or want to get involved? Email RTaylor@policywise.com.
In late March when the COVID-19 pandemic was still in its early weeks, ABNN conducted a flash survey to gain early insights into what nonprofits were experiencing and what they anticipated over the coming weeks. Now, three months later and as we start to see restriction ease, nonprofits are gaining a clearer view of the challenges and opportunities facing their organizations. To better understand the changing landscape, ABNN conducted a pulse check survey in mid-June. The results are summarized in Pulse Check Survey Report which can be found on our Covid-19 Impact Reports Page.
The report discusses top concerns, as well as the financial uncertainties that now face the sector. What the survey results also show is that nonprofits are finding that the path to recovery is a dance of interdependencies. They struggle to make independent decisions when a host of decisions and actions owned by others can delay, defer or potentially derail their own plans.
As nonprofits look to the future and how we may recover and even redefine our sector, ABNN believes that data, dialogue and advocacy will be critical. We recommend ongoing check-ins/surveys of Alberta’s nonprofits and charities so that we can understand and share current and changing impacts. We also believe that it is important to engage/survey funders and end-users. Sharing information about how nonprofits are adjusting and cross-sector engagement will be a catalyst for healthy, forward-thinking dialogue about what we need do to adapt.
The now familiar anthem that rose out of this pandemic, “We Are All In This Together”, continues to ring true. Advancing a strong, resilient nonprofit sector will require us to work together to reimagine how we organize ourselves, serve our community and co-create a bold and vibrant future.
