{"id":5293,"date":"2026-02-12T11:00:00","date_gmt":"2026-02-12T16:00:00","guid":{"rendered":"https:\/\/carleton.ca\/cicp-pcpob\/?p=5293"},"modified":"2026-02-10T17:05:17","modified_gmt":"2026-02-10T22:05:17","slug":"setting-priorities-building-strength-how-charities-are-entering-2026","status":"publish","type":"post","link":"https:\/\/carleton.ca\/cicp-pcpob\/2026\/setting-priorities-building-strength-how-charities-are-entering-2026\/","title":{"rendered":"Setting Priorities, Building Strength: How Charities Are Entering 2026"},"content":{"rendered":"\n
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\n Setting Priorities, Building Strength: How Charities Are Entering 2026\n <\/h1>\n \n \n <\/header>\n\n <\/div>\n\n <\/div>\n\n <\/div>\n<\/section>\n\n\n\n

The CICP\u2019s analysis of its first survey of 2025<\/a> captured a charitable sector caught in the cross-currents of economic instability, political uncertainty, and escalating community need. Financial anxiety was widespread, optimism had softened, and leaders described the moment bluntly: \u201cIt\u2019s just madness.\u201d<\/em> Yet even amid this turbulence, charities remained steadfast in their commitment to supporting communities.<\/p>\n\n\n\n

With the release of the CICP\u2019s final survey of 2025, which focused on charities\u2019 planning for 2026, we are now able to examine how priorities and expectations have shifted over time. This analysis draws on three survey points: early 2024 (CICP 2.01.01, January 2024<\/a>), early 2025 (CICP 3.02.1, February 2025<\/a>), and late 2025 (CICP 3.11.40, November 2025<\/a>). Across these data, three emerging trends stand out: renewed optimism, a strengthening focus on services and engagement, and persistent workforce instability. Together, they point to a notable shift in how Canadian charities are entering 2026.<\/p>\n\n\n\n

Optimism Is Making a Comeback<\/h3>\n\n\n\n

Against a backdrop of economic uncertainty, a combined 77% of organizations report feeling \u201cvery optimistic\u201d (21%) or \u201csomewhat optimistic\u201d (56%) about their prospects for 2026. This marks the highest level of optimism in three years, surpassing the 71% reported in early 2025 and 76% in early 2024. The most striking shift was the increase in those identifying as \u201cvery optimistic,\u201d which nearly doubled from 11% in early 2025 to 21% for 2026.<\/p>\n\n\n\n

Outlook Category<\/strong><\/th>2024 (%)<\/strong><\/th>Early 2025 (%)<\/strong><\/th>Late 2025 (for 2026) (%)<\/strong><\/th><\/tr><\/thead>
Positive (Optimistic + Very Optimistic)<\/td>76%<\/td>71%<\/td>77%<\/td><\/tr>
Negative (Pessimistic + Very pessimistic)<\/td>5%<\/td>10%<\/td>8%<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

The rebound in optimism suggests that although charities expect 2026 to bring continued economic challenges, they are entering the year with greater confidence in their capacity to navigate uncertainty.<\/p>\n\n\n\n

Strengthening Services and Community Engagement<\/h3>\n\n\n\n

While financial health remains the undisputed top priority for 66% of participating charities, other leading priorities indicate a notable shift in operations towards what charities can control. The importance of delivering programs & services has risen to its highest point in three years, cited by 55% of organizations, up from 50% in 2025 and 48% in 2024. Similarly, \u201ccommunity outreach\/engagement\u201d was reported as a significantly higher priority for 2026 (38%) than it was in 2024 (29%).<\/p>\n\n\n\n

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In an environment of uncertainty, this is a calculated choice: charities are focusing on the assets they can control and strengthen. The renewed emphasis on essential programs\/services and community engagement reflects organizations\u2019 core strategy for building stability.<\/p>\n\n\n\n

Focus on the Sustainability of the Workforce<\/h3>\n\n\n\n

While financial instability remains a top challenge for 65% of organizations, workforce sustainability has emerged as a defining pressure point for the sector. Charities report persistent challenges related to increasing demand for services (36%), staff or volunteer burnout (34%), recruitment and retention of staff (31%), and recruitment and retention of volunteers (25%).<\/p>\n\n\n

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“We learned that supporting staff well-being and communication is vital to quality care. In 2026, we\u2019ll focus on stronger internal supports and connection to reduce burnout and strengthen our teams.”<\/p>\n<\/blockquote>\n<\/div>\n\n\n

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Survey CICP 3.11.40, November 2025<\/figcaption><\/figure>\n\n\n\n

The greatest risk facing charities is no longer solely a volatile funding environment, but the long-term sustainability of the sector\u2019s workforce. Efforts to strengthen internal supports, such as extended health benefits, flexible work arrangements, and improved communication, are increasingly viewed as essential to maintaining service quality and organizational resilience.<\/p>\n\n\n\n

Tracking Priorities<\/h3>\n\n\n\n

As charities enter 2026, many are prioritizing the assets they can most directly influence: programs and services, community engagement, and workforce support. While funding uncertainty remains a constant backdrop, the sector\u2019s rebounding optimism reflects a deep well of resilience.<\/p>\n\n\n\n

As one respondent observed:<\/p>\n\n\n

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\u201cWe are very resilient, partly because in case of severe funding shortage many of us are willing to work for free\u2026 not so great for the people doing the unpaid work.\u201d <\/p>\n<\/blockquote>\n<\/div>\n\n\n

The CICP will continue to track these trends closely as charities navigate 2026, monitoring how optimism, priorities, and pressures evolve across the Canadian charitable sector.<\/p>\n\n\n\n

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\n Nguyen, Thi Kim Quy\n <\/h2>\n <\/header>\n\n
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