By Rashmi Biswas MSc

It is well-documented that nonprofit organizations face a significant leadership transition over the next four years (Capacity Canada, CharityVillage, Imagine Canada). Retirements, burnout, and sheer demographics all point to the risks of failing to develop, support, and even find the next generation of leaders to run the approximately 85,000 nonprofit Canadian agencies (CRA). While larger nonprofit organizations appear to be better prepared for this reality (Carleton University), the succession planning crisis persists as demand for services continues to grow alongside the increasing challenge of attracting, and retaining available talent.

By Perri Termine MEd

Years ago, as a university student, I volunteered with an adult learning program that left a lasting impression. The initiative was a partnership between a local social‑profit agency and a university, designed to help non-traditional learners—adults from various backgrounds facing socio‑economic barriers—access university education through tailored support. I didn’t know it at the time, but this experience would later contribute to my understanding of how social-profit leaders create meaningful impact while navigating the sector’s distinct demands.