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Historically, nonprofits have lagged behind other industries in adopting digital tools. Tight budgets and unique constraints mean that digital transformation, the process of leveraging technology to improve operations and impact fundamentally, is not a simple “plug and play” in this sector. It requires thoughtful leadership and a mission-driven approach, but those wanting to make the digital leap often find only limited, uncoordinated support.
For the leaders who champion community missions, Executive Directors, Program Managers, and Funders, and now face the challenge (and opportunity) of digital transformation, we will provide grounded insights into what works, what doesn’t, and what’s often overlooked in bringing nonprofits into the digital age.
Why should nonprofits and social services care about digital transformation? Simply put, because the stakes for community impact are higher than ever. Social needs are growing in complexity, and stakeholders – from clients to funders – expect timely, data-informed, and accessible services. Leveraging technology can make nonprofit operations more efficient and effective: automating routine tasks, analyzing data to target outreach, expanding service reach via online channels, and demonstrating impact with robust metrics. In a resource-constrained environment, digital tools can “alleviate workloads” and help organizations achieve their missions more easily.
Yet, despite these clear benefits, the social sector has been slower to go digital than other sectors. In Canada, this lag has been well documented. A survey by CanadaHelps found that nearly one-third of charities identified “digital is not incorporated into our strategic plan” as a key barrier to using technology fully. Almost half said digital is “not a big enough priority compared to other activities,” revealing that many organizations still view technology as ancillary rather than mission-critical. Indeed, technology is often seen as a back-office detail – a tactical tool rather than a strategic enabler – which leads to missed opportunities for innovation. Very few Canadian nonprofits include technology in their strategic planning. This gap between potential and practice is what digital transformation efforts aim to bridge.
There is also a broader policy context in Canada driving the urgency for change. Unlike the private sector, nonprofits historically have not received dedicated innovation funding from the federal government. Two main barriers hamper new tech adoption: lack of funding and the high cost of technology. With slim operating budgets, charities tend to invest in only the most cost-effective tools, often older or discontinued tech that doesn’t fully meet their needs. In fact, many Canadian nonprofits rely on outdated software or hardware that has been discontinued, with limited support options. This is not a recipe for resilience. The pandemic was a wake-up call for organizations without modern IT, which struggled to pivot services online.
On the positive side, Canada’s social sector is recognizing the need to build digital capacity, and major funders are beginning to pay attention. For example, Community Foundations of Canada’s Healthy Communities Initiative (a federal program) specifically included digital solutions in its grants, and a donor consortium called Technovate has formed to tackle the nonprofit digital divide. These efforts signal momentum, but overall funding for nonprofit tech remains “underfunded, piecemeal, ad hoc and unorganized” relative to the huge demand. Clearly, more players – governments, private foundations, corporate philanthropies – need to make digital equity and innovation a strategic priority in the social sector.
In sum, the case for digital transformation comes down to this: if nonprofits are to continue delivering vital services and advancing their missions in a digital world, they must become more digitally enabled themselves. This doesn’t mean chasing every shiny new app. It means integrating technology with purpose – in service of people, community outcomes, and greater accountability. The next sections explore how to do that, drawing on lessons learned from those leading the way.
One resounding lesson from successful transformations is the power of engaged leadership. When nonprofit executives and boards lead on digital change, it signals to the whole organization that this is a strategic priority, not an IT side project. A pilot program that worked with 11 Canadian charities observed that those with executive and board leaders actively involved were far more likely to be integrating digital goals into their strategic plans. And when leaders plan and allocate resources for digital initiatives (instead of leaving it to happen off the side of someone’s desk), the desired outcomes are much more frequently achieved. In short, leadership buy-in is a prerequisite for success. Visible commitment from the top can galvanize staff support and secure the investments needed for digital projects to thrive.
What does effective digital leadership look like in practice? Firstly, it means crafting a vision where technology is woven into the organization’s mission and strategy. Rather than treating tech as separate, smart leaders ask: “How might we leverage technology to be a more effective organization?” They avoid the common pitfall of viewing tech as merely an operational tool. Technology shouldn’t be just a “how-to” afterthought handed to IT after the strategic plan is done – instead, we need to move to an “imagine if’ mindset about what tech makes possible. Concretely, this could mean the difference between a charity that budgets only for a basic donor database and one that reimagines its entire outreach model using digital platforms to engage supporters. A strong leader will champion the latter approach, aligning digital investments with the organization’s long-term goals. Research shows this integration is often missing today – only 22% of civil society organizations in the Global North have a defined strategy for digital readiness. Leadership can change that.
Secondly, digital leadership involves building a culture that supports innovation and risk-taking. Nonprofit leaders must communicate why changes are happening and set a tone of enthusiasm for learning new tools. This includes addressing fears and framing technology as an enabler, not a threat. For example, staff may worry that automation will eliminate jobs or that they’ll be judged for lack of tech skills. A savvy leader tackles these concerns through transparency and training, continually reinforcing that digital transformation is about amplifying impact, not diminishing people’s value.
Finally, leaders must advocate externally for the resources and policies that enable digital progress. Given that funding is a major barrier, leadership entails educating funders and stakeholders about why tech capacity is mission-critical. It means pushing back against the old mindset that overhead should be minimized at all costs. Investing in a new case management system or a data analyst, for instance, is not just overhead – it directly contributes to better outcomes for the community, whether through more efficient services or clearer reporting on impact. Leaders need to make the case that this is what happens when digital infrastructure is underfunded – and that funding technology and training is funding program impact. Encouragingly, some funders are starting to listen. They’re realizing that after the pandemic, glaring digital inequities among grantees must be addressed. As leaders, being part of sector-wide initiatives and sharing your organization’s digital vision can influence the broader funding ecosystem.
Even the best technology will falter if an organization’s culture isn’t ready to embrace it. Social sector innovation teaches us that people and culture matter more than the tech itself. In practice, this means prioritizing change management and staff development throughout your digital journey.
Start with your team’s mindsets and skills. Many nonprofits face a digital skills gap – but it’s not for lack of available training. In fact, there are abundant programs and resources (often free or subsidized) to help staff learn everything from basic software to data analytics. For instance, TechSoup Canada offers free or discounted software and courses to build nonprofit tech capacity. However, the constraint is usually time and culture, not the supply of training. During a recent pilot, organizers compiled over 350 learning resources for participants, yet many staff barely accessed them due to a lack of time. Nonprofits are so stretched thin that even highly motivated employees struggle to find time for training or to experiment with new tools. This is where leadership and funders must step up: allocate time for learning as part of project plans and treat it as a legitimate, funded activity. Some organizations have tackled this by scheduling “innovation days” or by setting aside a few hours a week for teams to focus on process improvements. The pilot found that when staff did find time to invest in learning – for example, mapping out their workflows – it was a “lightbulb moment” that revealed where improvements and automation could save time. Simply documenting how work gets done can spark ideas for digital solutions.
Effective change management also hinges on communication and inclusion. Bring staff and stakeholders into the transformation process early and often. Unilateral, top-down tech implementations (“Here’s the new system – start using it tomorrow”) are a recipe for resistance. Instead, engage a broad range of people in planning and testing new tools. Frontline employees, volunteers, and, in some cases, clients can offer valuable insights into pain points and needs. By involving them, you not only design better solutions – but you also foster a sense of ownership that makes adoption smoother. As one best-practice guide notes, involving staff at all levels builds comfort and buy-in because people see their ideas reflected in the outcome. Consider forming a diverse “tech committee” or working group to steer the project, as recommended by nonprofit tech experts. Such committees – including representatives from various departments, ages, and backgrounds – can support decision-making, user testing, and feedback loops, ensuring change isn’t happening in a silo.
Another key cultural element is managing expectations and fears. Be candid about the reasons behind the change and the benefits expected. Equally, acknowledge the challenges: new systems often add workload in the short term (data migration, learning curves) before they make things easier. Don’t sugarcoat the effort required, but do celebrate small wins as they come (e.g., “This new online form saved us 5 hours this week compared to paper intake”). Addressing anxieties – for example, reassuring staff that automating a process will free them for more meaningful client work, not replace them – is critical. So is providing support. Ensure there’s adequate training and coaching as new technologies roll out. Nonprofits may need creative solutions here, given limited HR capacity. Some strategies include peer learning (staff who master the tool can train others), tapping volunteers or corporate partners for training sessions, or using online courses/certifications (many low-cost options exist targeted at nonprofits). The time and training investment will pay off in a smoother transition.
Lastly, instill an attitude of continuous improvement. A “digital-ready” culture doesn’t view transformation as a one-and-done project. Rather, it’s an ongoing evolution. Encourage experimentation – pilot a new idea on a small scale (say, a pilot of a new case management software in one program) and learn from it, then iterate. In fact, implementing changes incrementally is a hallmark of nonprofits that successfully embrace digital transformation. They adjust and adapt in stages, which allows the organization to maintain focus on its mission while integrating change piece by piece. This incremental approach builds confidence and competence over time. It’s far better to have a series of manageable tech improvements than to attempt a sweeping overhaul that overwhelms everyone. Remember: in a people-first culture, technology serves as a tool to enhance the work, not an end in itself. By taking care of your people through clear communication, training, and involvement, you create fertile ground for any digital innovation to take root.
Nonprofits exist to serve people – often the most marginalized in society. Thus, one of the most powerful lessons in social sector digital projects is to embrace inclusive design from the start. This means involving the voices of those you aim to help (and those who deliver the help) in the creation of digital solutions. As the saying goes, “Nothing about us without us.” If a new technology or service is meant to benefit a certain community, that community’s input should be considered.
Whether you’re implementing a client intake portal for a homeless shelter, a mobile app for newcomer services, or an online learning tool for youth, engaging end-users and frontline workers in the design process will yield better outcomes. Inclusive design means more than just user-testing a finished product; it means co-design. Inclusive design also means prioritizing accessibility and equity in any digital solution. Ensure your websites, apps, and content meet accessibility standards (e.g., the Web Content Accessibility Guidelines) so people with disabilities can use them. An inclusive approach might involve conducting an accessibility audit of your tools, providing content in multiple formats (text, audio, plain language), and testing with assistive technologies. It also means considering language and cultural inclusivity (for instance, offering services in the languages your clients speak, or co-designing with Indigenous communities using principles of cultural safety). In Canada, respecting Indigenous data sovereignty and ways of knowing is an important aspect of inclusive digital practice – for example, following the First Nations principles of OCAP® (Ownership, Control, Access, Possession) when collecting data in Indigenous contexts.
Moreover, co-creation fosters trust and adoption. When community members see their input valued – whether it’s a youth advisory group shaping a new mental health text line, or shelter residents testing a digital meal sign-up system – they become partners in the change rather than passive recipients. This helps ensure that the technology actually meets real needs (avoiding the all-too-common scenario of a fancy new platform that goes unused because it wasn’t what people wanted). It also builds digital literacy in the community, as people gain exposure and comfort through the design process itself.
In practical terms, how can nonprofit leaders implement co-creation? A few tips:
Above all, remember the human side of technology. Digital transformation in the social sector is ultimately about making services more accessible, equitable, and effective for all people, especially those often left behind. By designing with your community, you tap into collective creativity, making it far more likely that your digital initiatives will succeed and be embraced.
In the rush to implement new tech tools, many organizations overlook the foundational issue of data governance and ethics. But lessons from the field show that attending to data from the start – privacy, security, ownership, quality – is not only prudent risk management, but it’s also a pathway to building trust and unlocking the full value of digital transformation.
Nonprofits handle sensitive information about people – from personal demographics to health, financial, or service usage data. A major mistake is collecting lots of data without the capacity or policies to manage it safely. In other words, be judicious about what data you gather (minimize to what’s truly needed), ensure you have proper security and consent in place, and whenever possible, empower the individuals behind the data with access and agency over their information. For example, if a workforce development nonprofit collects clients’ employment history and education, that data should be well-secured and, ideally, shared with the client in a useful form (such as a personal career development plan they can keep). And if the organization can’t guarantee protection of a type of data, it should rethink collecting it at all. Data breaches or misuse can be especially damaging to nonprofits – not only harming vulnerable clients but also eroding the organization’s credibility. So a “privacy by design” mindset is crucial. Make sure any digital system you adopt meets high standards for encryption and compliance with privacy laws (like Canada’s PIPEDA). Ensure staff are trained in data handling protocols. And have a clear data governance policy that covers who can access what information and how decisions are made about data use.
Another aspect often overlooked is ecosystem-level data governance. Nonprofits frequently operate in data silos, each using different systems that don’t communicate with one another. This fragmentation can hinder collaboration and big-picture insights. Social sector innovators are increasingly calling for data interoperability and standards – common ways to collect and share data – so that, for instance, a client’s journey through various services doesn’t end up fragmented across databases. In practice, achieving interoperability can be challenging (it might involve investing in integration tools or agreeing on data standards across agencies), but even small steps help. Using platforms that have open APIs or adopting sector standards can pave the way for smoother data exchange. The benefit is clearer insight and less duplication. Imagine if a community could have a unified view of how a person moves from a housing service to an employment program to a health clinic – and use that to improve coordination.
Additionally, consider the ethical dimension of digital data. Nonprofits have a duty to use data responsibly and for the benefit of the community. This means not only protecting privacy but also being transparent about how data is used. If you’re using client data to inform program design, why not share back insights with those clients or invite them to co-own the narrative of that data? For instance, a food bank might analyze data on food insecurity trends – sharing those findings with the community can empower collective action and trust, rather than keeping data locked in reports to funders only.
Crucially, for organizations working with Indigenous communities, adhere to principles of ownership and consent, such as OCAP®, ensuring that Indigenous data is controlled by those communities and used in ways that respect their self-determination. The same principle of community control can extend to any marginalized group: engaging community advisory councils on data collection methods or research, for example, so that data practices align with community values.
In summary, digital transformation isn’t just about technology – it’s also about information. Treat your data as a strategic asset and a sacred trust. Establish strong governance from day one: clear policies, responsible practices, and an interoperability plan. Not only will this prevent problems (such as security incidents or compliance headaches), but it will also position your organization to leverage data for learning and impact. A nonprofit that masters its data can more effectively demonstrate outcomes to funders, identify service gaps, and tailor support to community needs.
Selecting and implementing technology in a nonprofit comes with its own set of challenges, which means we need to approach procurement and tech investment strategically. Social sector leaders have learned (sometimes the hard way) that the cheapest or flashiest solution is not always the best fit. A recurring theme is: choose technology that aligns with your mission and capacity, not just the one with all the “bells and whistles.” Nonprofits that thrive digitally are those that pick the right tools for their context – even if simpler – rather than getting sold on features they don’t need.
One practical tip is to start small and scale. For example, if you want to improve client tracking, you might test a small-scale CRM or a tailored module on an existing platform before committing to a large new system. Many organizations find success by “implementing changes in manageable phases” – beginning with a smaller project that can demonstrate quick wins. This builds momentum and confidence in further investment. It also allows you to work out kinks and ensure the solution truly improves things.
Another lesson is to leverage existing resources and collaborations. Nonprofits shouldn’t go it alone in tech procurement. There is an ecosystem of support: from capacity-building organizations to group purchasing programs. This can save significant money. Additionally, consider joining networks or coalitions where nonprofits share knowledge on what tools worked for them. If you’re looking for a case management system, it’s invaluable to talk to peers in similar orgs about their experiences (many a nonprofit has saved money by learning from another’s trial and error!).
There’s also a growing trend of shared platforms and collective procurement. This can look like a group of nonprofits co-investing in a solution that they all use, or a backbone organization negotiating licenses for multiple agencies. Funders can support this by funding common infrastructure that multiple charities can access (for example, a provincial association might build a shared client database for member agencies). For smaller nonprofits, this kind of approach can bring sophisticated technology within reach, with costs spread and supported by experts. This not only splits the cost but also improves data consistency and collaboration. Nonprofits can advocate for such models within their networks.
Procurement strategy also involves due diligence and aligning with values. Ask critical questions before committing: Does this platform allow us to export our data easily (to avoid vendor lock-in)? Is it compliant with Canadian privacy standards? Does the vendor understand nonprofit needs and offer flexible pricing or support? Sometimes, the best choice might be an open-source solution, which can be customized without hefty license fees – but then you need to weigh the availability of IT support for it. Alternatively, using a mainstream cloud platform donated through a program can be great, but ensure you budget for training and, if needed, an implementation partner. A common pitfall is underestimating the total cost of ownership – the software might be free or cheap, but configuring it, maintaining it, and training people could require resources. Plan for those in the procurement process.
Don’t forget the human side of procurement. Involve your users in demo sessions and decision-making (tying back to inclusive design). An administrative assistant’s perspective on a new database’s interface, or a frontline worker’s input on usability, will surface issues that an IT staff or executive might miss. It can also prevent costly mistakes – catching early if a product is not user-friendly or doesn’t align with on-the-ground workflows. Remember, a tool that goes unused is wasted money.
Lastly, consider ethical procurement. Does the technology align with your organizational values around equity and inclusion? For example, some nonprofits hesitate to use tools from companies with poor privacy track records or whose values conflict with their mission. This might or might not be a deciding factor, but it’s worth reflection. Values-driven tech adoption can be a differentiator. For instance, if transparency is a core value, you might prioritize tools that allow open audits, or if equity is key, you might look for products designed with accessibility in mind.
In essence, smart procurement is strategic, collaborative, and principled. Nonprofits that plan carefully – assessing needs, involving stakeholders, doing research – are more likely to end up with solutions that truly advance their mission. And by joining forces with others and leveraging sector resources, even small organizations can punch above their weight in the digital arena. The goal is to invest in technology that delivers real, meaningful change, and that can scale sustainably as your organization grows.
A lone nonprofit trying to digitally transform in isolation is like a tree trying to grow in a desert. The surrounding ecosystem – partnerships, funder support, and sector infrastructure – plays a huge role in determining success. One clear lesson from social-sector innovation is that “it takes a village” to go digital. Collaboration is often the only way to get the expertise, funding, and influence needed.
Partner with those who have tech expertise. Organizations like Code for Canada have programs to embed tech fellows in nonprofits or government agencies to develop digital solutions collaboratively. By partnering with tech-savvy allies, nonprofits can gain access to knowledge and skills that would be costly to hire in-house. Just ensure any partnership is structured around your needs, not the donor’s. A vendor-neutral stance is important; if a corporation offers help, great, but maintain control to ensure the solution fits your strategy (not just theirs).
Leverage sector networks for learning and support. Nonprofit conferences increasingly have digital transformation tracks. Joining these conversations can alert you to funding opportunities or proven practices. For example, through a network, you might learn how a similar nonprofit saved money by switching to a new open-source platform, or discover a grant for digital inclusion that you hadn’t known about. The sector's shared wisdom is a powerful asset. And when funders see multiple organizations rallying around digital capacity-building, it can catalyze more investment.
Speaking of funders: engage your funders as partners in the journey. Many grantmakers are still learning about how best to support digital transformation. This is an opportunity for nonprofits to educate and lead. Be transparent with funders about the digital challenges you face (e.g. “We spend 40% of staff time on manual data tasks – with a better system, we could redirect that to client service”). Propose capacity-building grants or include tech components in program budgets. Funders are beginning to realize that ignoring digital needs undermines program success. Conversely, if you’re struggling due to a lack of tech investment, articulate the consequences. By collectively advocating – through sector associations or directly – nonprofits can encourage funders to broaden the criteria they use to fund. Ultimately, funders and nonprofits should see themselves as partners with a shared goal: greater impact. Digital capacity is a leverage point for all outcomes they care about, from poverty reduction to health.
Finally, consider the policy environment as part of the ecosystem. Nonprofits can lend their voices to policy discussions on issues such as broadband access, digital inclusion, and innovation funding. For example, Canada’s rural broadband efforts or digital literacy programs directly affect the communities nonprofits serve. If those programs fall short, nonprofits often pick up the pieces – such as setting up Wi-Fi hubs or device lending. Advocacy for systems-level solutions – affordable internet for all, community tech hubs, better funding for social sector IT – is a long game, but it’s crucial. Collective advocacy is starting to yield some change: there’s growing recognition that digital connectivity is essential for social inclusion. Nonprofits can cite their on-the-ground experience to inform these policies. Also, on issues like privacy law updates or AI governance (think of the debates around Bill C-27, the Digital Charter Implementation Act), the social sector should have a seat at the table. Why? Because technologies like AI, if unregulated, could exacerbate inequities that nonprofits then have to address. Being proactive in policy ensures tech is developed and deployed in ways that align with community values.
In summary, look beyond your organization’s four walls. Build your village: collaborate with tech partners, learn with peers, bring funders along, and engage in policy. Social sector innovation rarely happens in isolation.
Digital transformation isn’t a destination; it’s a journey of continuous innovation. Technology and community needs evolve rapidly. Today it might be cloud computing and mobile apps, tomorrow it’s artificial intelligence and whatever comes next. The final lesson from those who have navigated this path is to embed adaptability and ongoing learning into your organization’s DNA. This ensures you don’t just implement a one-time change, but rather create a resilient, innovative organization ready for the future.
Stay informed about emerging technologies – but critically. Nonprofits don’t need to chase every tech trend, but leaders should be aware of developments that could aid (or threaten) their mission. For instance, many charities discovered during the pandemic that digital fundraising tools and social media became lifelines to engage donors remotely. Now, emerging technologies like generative AI are on the horizon for tasks such as content creation, data analysis, and even service-delivery chatbots. Embracing innovation could mean new opportunities. However, approach new tech thoughtfully. AI, for example, can introduce biases or privacy issues if not carefully managed. The lesson is to be neither technophobic nor tech-hype-driven, but “responsibly curious.” Pilot new technologies on a small scale, evaluate their impact, and have clear policies (e.g., human review of AI-generated outputs, opt-in consent for AI use of data).
Invest in building digital leadership at all levels. Earlier, we discussed leadership at the top, but continuous innovation thrives when you nurture leadership throughout the organization. Encourage staff to pursue digital skill development beyond immediate project needs. Some Canadian nonprofits are doing this through initiatives such as digital fellows or internal innovation labs. Others send staff to “digital bootcamps” or certificate programs. The idea is to cultivate champions who can keep pushing the envelope. A nonprofit might have a “data champion” who experiments with new analytics, or a “tech for good” committee that regularly scans for ideas to try. Give these innovators the mandate and a modest budget to test things. A culture that rewards learning – even from failures – will remain dynamic. Remember that technology itself will keep changing, so what you’re really doing is teaching your organization how to learn and change continually.
Measure and iterate. One often overlooked aspect of innovation is monitoring progress. Set clear metrics or KPIs for your digital initiatives (e.g., reduction in admin time, increase in clients served, improvement in client satisfaction surveys, etc.). This will help you understand what’s working and what isn’t. If a new system isn’t delivering the expected results, treat it as a learning opportunity: Why not? Is it usage? Is it the wrong feature set? Use data to adjust your approach. In contrast, if something works well, use that evidence to scale it up or secure more funding. Continuous improvement cycles – plan, act, review, adjust – are the heartbeat of digital maturity. Nonprofits like to talk about being learning organizations; digital transformation is a concrete area to practice that.
Also, stay connected to the community of practice. What are other social impact organizations doing with tech? Can social service agencies partner with them or replicate their models? Municipalities are hiring “digital navigators” to help citizens access services online – could that be something a nonprofit network lobbies for or co-develops? By learning from adjacent sectors and even globally (UK charities, Australian nonprofits, etc.) that have their own experiments, you can leapfrog ahead. Make it someone’s (or a team’s) role to absorb such knowledge and share it internally.
Finally, foster resilience. Not every digital experiment will succeed. Systems might fail, cyber threats might emerge, and staff turnover could leave skill gaps. Being prepared – for example, having cybersecurity plans and backups is part of the territory. Resilience also means not getting discouraged by setbacks. If a pilot fails, it’s not an excuse to abandon digital efforts; it’s a chance to learn and adapt. As the tech world itself preaches: fail fast, learn faster. Nonprofits can adopt a similar mantra within reason.
In conclusion to this lesson: keep the flame of innovation alive. Digital transformation is a continuum, not a checkbox. By staying adaptable, continually learning, and staying true to your mission and values, your organization will also be better equipped to transform the systems and communities around it.
The journey of digital transformation in the social sector is challenging, no doubt. We’ve covered how nonprofits face limited funding, outdated technology, and skill gaps – but we’ve also seen that these challenges are surmountable with the right approach. The lessons summarized here – from strong leadership and culture change, to inclusive design and smart partnerships – provide a roadmap for moving forward. And moving forward is not optional; it’s imperative. In an increasingly digital society, investing in digital transformation is investing in the future well-being of our communities.
For nonprofit and social service leaders reading this, the call to action is clear: embrace digital transformation not as a tech upgrade, but as a path to greater equity, resilience, and systemic impact. What does this mean in practice? It means centering people – both your teams and your communities – in every tech decision. It means championing a vision where digital tools amplify your mission’s reach and effectiveness. It means advocating for the resources and policies that will allow all organizations, not just the largest, to build digital capacity. And it means keeping an eye on the horizon, always asking how innovation can drive social good, and not being afraid to take the next step.
Funders and policymakers are equally called to action. The nonprofit sector contributes enormously to Canadian society (over 8% of GDP and countless social benefits), yet it has historically been left to modernize on its own dime. We urge funders to recognize, investing in a charity’s IT staff training or new database might not sound as tangible as funding a meal program or a new building, but in reality, it can have an even larger multiplier effect on impact. Likewise, governments should include the social sector in innovation and digital economy strategies – from granting programs to connectivity initiatives. When a newcomer settlement agency lacks the broadband to run a Zoom workshop, or a rural shelter can’t afford a case management system, those are Canadian families and communities left behind. Digital inclusion and innovation must extend to the frontlines of social service delivery.
In closing, let’s remember that digital transformation is a means to an end. That end is a more just, equitable, and effective social impact sector. The technology is exciting, yes, but what’s truly exciting is the prospect of greater impact – feeding more families, healing more patients, educating more children, empowering more communities – through the smart use of digital innovation. By learning from those who have gone before and working together, we can make this vision a reality.
Are you ready to improve client outcomes while reducing administrative work for your team?
