Social Enterprise EDGE Report FINAL

Research Report
Social Enterprise Best Practice
Supervised by
Carla Langhorst
Prepared by
Muhammad Rahman
Katherine Robinson

Table of Contents
Executive Summary......................................................................................................................... 3
Introduction .................................................................................................................................... 4
Background ..................................................................................................................................... 4
Methodology................................................................................................................................... 5
Discussion/Interpretation of Results.............................................................................................. 7
Use of Volunteers.................................................................................................................. 9
Financial Stability................................................................................................................. 10
Collaborations & Partnerships............................................................................................. 11
Innovation & Continuous Improvement ............................................................................. 12
Social Justice........................................................................................................................ 12
Stakeholder Feedback ......................................................................................................... 13
Conclusion & Key Learning ........................................................................................................... 14
Appendix I: Interview Questions................................................................................................... 17
Appendix II: Interview Results ...................................................................................................... 18
Appendix III: Survey Results.......................................................................................................... 28

Executive Summary
Community outreach is an integral part of the work and life of a church. Over the past decade, a
social enterprise has emerged as a sustainable model for community outreach. In order to
ensure that community outreach continues to thrive in the future, best practices need to be
harnessed and shared amongst congregations, non-profits, and social enterprises.
In order to contribute to this necessary knowledge sharing, this report aims to identify and
share best practices leveraged by non-profits and social enterprises across Canada. To do so, a
mixed research approach including both qualitative and quantitative methods with secondary
research, interview questions, and an online survey, has been undertaken.
The results showcase the organizational priority of key performance indicators. Use of
volunteers has been ranked first followed by financial stability as second, collaborations and
partnerships as third, innovation and continuous improvement as fourth, being a social justice
based organization as fifth, and stakeholder feedback as sixth.
Finally, the report concludes that non-profit best practice includes the use of volunteers in
different levels of the organization, diversification of financial sources for organizational
sustainability, effective collaboration and partnering with different organizations, tailoring
programs as per community needs and staying relevant through pursuing innovation and
continuous improvement.

Introduction
Social Enterprises have been experiencing unprecedented growth as a valuable tool for
community development in recent years and there is an emerging paradigm shift in the ability
of non-profits to be financially sustainable. The United Church of Canada (UCC) recognizes
Social Enterprises as an important means to achieve goals of reaching out to the community.
EDGE, the Network for Ministry development at UCC, has conducted research to explore
success factors in Social Enterprises and other community based organizations across Canada.
The purpose of this effort is to create a resource ‘Hub’ for United Church of Canada
congregations in order to help them improve what they are doing, benchmark what success
looks like, and enable them to bring widespread positive impact to their local communities. The
best practices among UCC congregations, non-profits, and Social Enterprises have been
examined to provide knowledge for replication.
This report outlines the methodology, specific best practices, key performance indicator
priorities, and future opportunities for further investigation.
Background
EDGE: A Network for Ministry Development seeks to work with congregations, church
members, leaders, and communities in order to help them become all that God is calling them
to be. Through consultations, coaching sessions, webinars, and workshops, congregations and
church members are encouraged to step outside of their comfort zone and learn how to impact
their communities in positive ways through doing God’s work.
The current initiative in EDGE is to take this support system one step further by creating a more
comprehensive network of resources that will be available in one place. This “Hub” will include
online training as well as a launch kit containing resource documents and support.
The goal of creating a “Hub” is to inspire, encourage, and support member churches and
outside organizations to take on a more proactive and engaged role in their community by

providing programs and services that may not currently be offered. As we are in the beginning
stages, we decided that the first step in this process was to contact some of our United Church
congregations, community outreach programs, non-profit organizations, and Social Enterprises
across Canada to find out about the programs and businesses that are already in operation.
Compiling a list of best practices and success stories has allowed us to examine what has been
working and how to tap into the potential so that other churches can do the same.
Methodology
This research was designed to be both qualitative and quantitative in nature with secondary
research, interview questions, and an online survey.
Step 1: Secondary Research
The study begins by identifying common critical success factors that were researched through
reports and existing research data. The list of organizations to contact was identified by a
secondary data source (using Google). In addition, individuals within General Council at United
Church of Canada were asked which top community outreach programs should be interviewed.
Finally, additional non-profits and social enterprises were contacted through connections

within the Seneca College Non-Profit Leadership Program. The final list was composed of 47
organizations to interview and over 100 organizations to contact for the online survey.
Step 2: Interviews
To determine the success of an organization, a list of Key Performance Indicators (KPIs) was
derived based on the critical success factors that we identified (Table 1). The identification of
these KPIs was the basis for developing the interview questions to better understand how
Social Enterprises and non-profits were specifically addressing these critical factors. To ensure
that important critical success factors were not overlooked based on the methodology of
leveraging existing secondary research, an open ended question was included that directly
asked “what is the most critical thing that makes your Social Enterprise or Community Outreach
program a success?” 47 organizations were contacted by either phone and/or email in order to
gather this primary research. The findings are outlined in Appendix I.
Table 1: Key Performance Indicator
Critical Success Factor Key Performance Indicators
1 People first % of volunteers used by the organization
2 Collaboration % of budget covered by external sources
3 Quality % of feedback from customers/clients
4 Fiscal
responsibility/sustainability
# of months of cash reserves
5 Always thrive to improve New initiatives/goals
6 Client Centered service # of people covered by the program
7 Organizational Value Factors for success
Step 3: Online Survey
Based on the initial findings of the interviews, an online survey was created in order to be able
to rank the KPI’s according to their importance to non-profit organizations and Social

Enterprises. Survey data has been analyzed and presented in this report. The survey did not
collect any confidential information of the organizations and it was completely voluntary.
There were 100 participants over a period of one month. The survey questions and results are
in Appendix III.
Discussion/Interpretation of Results
Out of the 100 participants in the online survey, 99 responded to rank the KPI’s (Table 2). Use of
volunteers is the highest priority among organizations. Use of volunteers not only enables
organizations to make available useful human resources for less cost, but also enables them to
motivate communities to care for a cause thus ensuring that the program’s implementation is
effective and supported.
Need for financial stability came second after volunteer use. Both use of volunteers and
financial stability were prioritized as the organization would not be in existence or able to run
programming without both human and financial resources. The general thought process that
was expressed was that “they have to be prioritized, as otherwise we wouldn’t exist.”
Partnerships and collaborations are extremely significant as we can see by their ranking as the
third priority. . It was seen through the interviews that organizations with more partnerships
inherently achieved higher success in all KPIs, making partnerships a vehicle to all around
success. Organizations can create better access to volunteers by accessing a new volunteer
base and finance through additional fundraising efforts, grants or otherwise. Partnerships
increase an organization’s capability, allowing for more innovation and creativity. They also
increase the sustainability of an organization, allowing it to focus on social justice. Finally,
partnerships increase the importance of client feedback, reporting, and procedures. With all
critical success factors supported through partnerships, they were identified as a catalyst for a
social enterprise’s success.

Organizations need to tailor programs based on the changing needs of the target groups while
finding efficient ways to provide services that will help them stand out among other
organizations that are competing for limited resources. Hence, respondents ranked innovation
and effort for continuous improvement as the fourth priority.
Rather than simply being a charitable organization that provides band aid solutions to prevalent
social problems, many of the respondents recognized the importance of transitioning into an
organization with a foundation in social justice work. This KPI ranked fifth.
Stakeholder feedback ranked last on our list. Despite this ranking,feedbackcan be seen as a
catalyst for social justice, innovation, and volunteer retention, but less critical than
partnerships.
Table 2: Ranking of Key Performance Indicators
KPIs Very
Important
Important Somewhat
Important
Not
Important
Total
Respondents
Use of volunteers 82.83%
82
9.09%
9
6.06%
6
2.02%
2 99
Financial stability 67.68%
67
25.25%
25
7.07%
7
0%
0 99
Collaborations and
partnerships
62.63%
62
23.23%
23
13.13%
13
1.01%
1 99
Innovation and continuous
improvement
54.55%
54
28.28%
28
17.17%
17
0%
0 99
Being a social justice based
organization versus just a
charity
51.52%
51
31.31%
31
12.12%
12
5.05%
5 99
Stakeholder feedback 45.45%
45
38.38%
38
12.12%
12
4.04%
4 99
Source: Online Survey
Responses have been analyzed in detail in the following section.

Use of Volunteers
Almost 83% of respondents considered that the use of volunteers in non-profits is very
important while 2% considered it is not important (Table 3). Consequently, ‘Use of Volunteers’
ranked as the #1 priority for organizations.
Table 3 Respondent's Response to Use of Volunteers KPI
KPIs Very
Important
Important Somewhat
Important
Not
Important
Use of volunteers 82.83%
82
9.09%
9
6.06%
6
2.02%
2
Due to the size, scope, and financial restrictions of many organizations and congregations, the
use of volunteers is essential for effective program delivery. Without the driving passion of
volunteers, many individuals may never be reached and positively impacted by programs. It is
essential that organizations work to bring, and keep, volunteers onboard. Table (4) shows the
number of volunteers used by different organizations:
Table 4: Numbers Volunteers
Number of Volunteers Organizations
100+ 9 = First UC, Duncan UC, Beach UC, Downtown Mission, Trinity UC,
Christian Resource Center, Fair Haven UC , Five Oaks, Center Town
UC
50-99 3 = Food Bank Coalition, Central UC (Hillhurst UC), Knox UC
(Winnipeg)
1-49 13 = Cummer Avenue UC, Seaway Presbytery, Centre 507, Montreal
City Mission, Brunswick St. Mission, Bridges to Hope, House of
Lazourous, Regina Anti-Poverty Ministry, Port Nelson, Picton UC ,
Jane-Finch Community Ministry, Erin Mills Youth Center
Occasional use of
volunteers
2 = Techsoup, Toronto City Church
Never use volunteers 2 = Yoga Chapel, Blackboard Marketing
Data not available 18 = Trinity UC, Central UC, Wesley UC, The Grove, First Met, St.
Columba House, First United Mission, Our Place Society, One Hope,
Davenport-Perth Youth Center, Knox UC (Alberta), St. John’s UC, St.
Paul’s UC, Scarborough Bluffs, Sunnyside UC, Heartwood Community

Number of Volunteers Organizations
Café, Lynn Valley UC, Stella’s Circle
Source: Interviews
Organizations using a larger number of volunteers are essentially able to deliver more
diversified programs and serve a wider community. For example, Beach United Church has 200
volunteers and they are able to run a solar coop, a knitting group that makes vests for the poor,
and an interfaith drop-in program focusing on hospitality and comfort for the poor. Knox UC in
Winnipeg has developed a central market, redeveloped the central park, and operates a 24-
hour Knox Community Enterprise Kitchen welcoming newcomers and those looking to start a
food related business. Knox UC has 6- 8 kitchen volunteers, 6 market volunteers, and 50+
volunteers for their community gardening.
Another finding that was discovered through the interviews was that many of the programs
relied on a mix of volunteers. Often programs have long-term volunteers that consistently show
up each day or week and have been there for a longer duration. Then there are the sporadic or
part-time volunteers that would be less consistent. It was discovered that for a successful
program to have longevity, it was necessary to have a blend of volunteer types and have roles
available for both.
Financial Stability
The way our questions were created required thorough knowledge and an instant reply about
an organization’s financial strength. Because of this, the interviews produced limited data.
Despite this fact, financial stability still ranked second as a very important factor (Table 5).
Table 5: Respondent's Response to Financial Stability KPI
KPI Very
Important
Important Somewhat
Important
Not
Important
Financial stability 67.68%
(67)
25.25%
(25)
7.07%
(7)
0%
(0)

It is interesting to note that unlike volunteers, financial stability did not receive one “not
important” ranking. Although the respondents are non-profits and other charitable entities,
without financial stability, these organizations are unable to provide adequate programs and
services. This shows that keeping the numbers top of mind is critical and having this skill set is
important.
Further, having more than one form of income is necessary. Secondary research supports this,
as typically non-profits and Social Enterprises are diversifying their revenue streams to improve
their own sustainability and reduce the financial pressure on a single funder. Many grant
applications even ask where other financing is coming from, to ensure that an organization is
not dependent on a single source. Organizations have pursued different approaches in order to
achieve financial sustainability; rotating activities within a co-operative framework, dividing risk
in different entities etc. Toronto City Church expanded their church in order to build a soccer
dome to rent out to different soccer clubs in the community for use in the winter while also
providing the vicinity for birthdays and other events. All of the money generated through these
rentalsgoes back into dome maintenance. Erin Mills Youth Centre ended up separating from
the church to allow for more opportunities in funding partners although they still do receive
low cost space from the church and maintain that relationship.
Collaborations & Partnerships
Out of 99 respondents, 62 believe that collaboration and partnership is very important and only
one organization thinks that it is not important (Table 6).
Table 6: Respondent's Response to Collaboration and Partnership KPI
KPI Very
Important
Important Somewhat
Important
Not
Important
Collaborations and
partnerships
62.63%
(62)
23.23%
(23)
13.13%
(13)
1.09%
(1)
From an organizational stand point, partnerships and collaborations help to offer organizations
more value, more growth, and more quality programs. Organizations are able to pool resources
and combine programs to ensure that clients are being served in the most effective ways

possible. The interview explores numbers and types of collaborations among organizations.
Food Bank Coalition in Ottawa leverages relations with 26 other faith based organizations in
order to sustain itself. Christian Resource Center has 18 partners who use the facilities in lieu of
fees. House of Lazerous has 13 direct partners and maintains a network of 80 project partners.
Seaway Presbytery is supporting Genesis Cooperative, which consists of 5 congregations
working together to serve their communities by sharing resources. Interview results suggest
that over 10 partnerships are critical for success to social impact and financing and over 20
partnerships increases the success of programs exponentially.
Innovation & Continuous Improvement
More than half of the respondents deemed innovation and continuous improvement as very
important (Table 7).
Table 7: Respondent's Response to Innovation and Continuous Improvement KPI
KPI Very
Important
Important Somewhat
Important
Not
Important
Innovation and continuous
improvement
54.55%
54
28.28%
28
17.17%
17
0%
0
Congregations and organizations are exploring many new initiatives as individual bodies and
have identified new worship techniques, expansion of social justice reach, creation of new
partnerships, and applying for more grants as some of the ways in which they can improve.
Montreal City Mission is using new media tools such as Skype for refugee families to connect,
interfaith dialogue with Muslims through the use of a blog, and a compassion app to reach out
to young, technology friendly activists involved in social justice. Jane-Finch Community
Ministries is working with City Councilors to reach out to vulnerable youth in order to prevent
gun violence. It is these kinds of continuous efforts for innovation and improvement that help
organizations stay relevant in their communities.
Social Justice
More than half of the respondents said that it is important to be a social justice based
organization rather than being just a charity (Table 8).

Table 8: Respondent's Response to Social Justice VS Charity KPI
KPIs Very
Important
Important Somewhat
Important
Not
Important
Being a social justice based
organization versus being just
a charity
51.52%
51
31.31%
31
12.12%
12
5.05%
5
Organizations and congregations that seek to bring light to social justice issues tend to take a
preventative approach to the issues that are prevalent in their communities. For example,
Brunswick Street Mission has a vision that one day, the work that they have done will be so
impactful that they can move out of the community altogether.
Stakeholder Feedback
With only 45 respondents finding stakeholder feedback very important, it is the lowest ranked
KPI on our list (Table 9).
Table 9: Respondent's Response to Stakeholder Feedback KPI
KPI Very
Important
Important Somewhat
Important
Not
Important
Stakeholder feedback 45.45%
45
38.38%
38
12.12%
12
4.04%
4
Interviews reveal that even though most organizations found an appreciative client base (80-
85% satisfied) organizations tend to lack a formal process to capture feedback on programs and
services. It tends to be done on an Ad-hoc basis and a lot less frequently than is required.
Stakeholder feedback is necessary to re-align the organization’s mission and vision with the
constantly changing needs of the community. An effective solution would be to put clients on
the board of directors or involve them in decision making, methods which have been
implemented by Centre 507.

Conclusion & Key Learnings
The above analysis suggests that the following are the top six factors crucial for the success of
non-profits and community outreach are use of volunteers, financial stability, partnerships and
collaborations, innovation & continuous improvement, social justice, and stakeholder feedback.
However, when reviewing these priorities it was identified that this order is in fact the growth
stages of a Social Enterprise and the enablers that support a Social Enterprise’s growth.
Social Enterprise Growth Stages
Stage 1: Volunteer/Start-Up Stage
Typically the start-up of a social enterprise, non-profit, or community outreach program stems
from a group of passionate volunteers that wish to make a difference through delivering a
product or service.
The key learning is that during the start-up stage of a Social Enterprise, emphasis needs to be
put on developing a pool of dedicated and passionate volunteers. Without volunteers the
program will never get off the ground.
Stage 2: Financial Stability
Once a Social Enterprise has developed a program by staying lean through its use of dedicated
volunteers, the second stage is to strive for financial stability in order to ensure the
sustainability of the program.

The key learning is that once a program is up and proven, the next step is to begin looking for
steady funding sources. This can be through donors, foundations, grants, government, selling
products or services, corporate sponsors, or many other methods. Until financial is achieved,
the long term viability of an organization is never fully realized which prevents long term
planning and growth.
Stage 3: Innovation & Continuous Improvement
Upon achieving financial stability, the Social Enterprise is now more concerned with its long
term relevance to its clients and/or community. This is the stage where remaining flexible,
adaptive, and collecting feedback becomes critical.
Stage 4: Social Justice
Matured organizations tend to seek social justice initiatives while organizations still in growth
stages follow a charity approach. The rationale is that prior to becoming a mature organization,
most Social Enterprises or non-profits are driven to ensuring that they are simply delivering the
program and a social benefit as a priority. Once this is sustainable both in terms of relevance
and financials, is an organization about to grow into prioritizing social justice.
Social Enterprise Growth Enablers
Two of the priorities identified through the research were not included in the Social Enterprise
Growth Stages model as they were not specific stages, but tools to enable success throughout
the other growth stages. These enablers were;
1. Partnerships & Collaboration
Partnerships were deemed to increase the pool of volunteers, increase access to financial
resources, increase opportunities and the number of ideas that were presented and
implemented, and would enable an organization to focus on social justice.
2. Stakeholder Feedback
Feedback was also an enabler as it helped with volunteer retention, financial partners would
need reporting on how their financial resources were being used, more ideas could be
identified, and gathering feedback from all stakeholders is critical for social justice.

Balanced Scorecard
Finally, the analysis suggests that best practices are found present in a balanced way within
many organizations. Here are three examples:
Downtown Mission
Having 160 volunteers with varied length of commitment (Monthly to occasional)
Downtown Mission has a funding reserved for at least 1 year. Collaborating with 15-20
regular partners they are trying to introduce newer programs according to community
need also scaling up existing program through launching to new facilities. Downtown
mission achieved 90% positive feedback from their stakeholders.
Regina Anti-Poverty Ministry
With approximately 35 volunteers, finance ensured for at least 2 years, partnering with
25 plus organizations, pursuing a response oriented programming Regina Anti Poverty
Ministry has 95% positive feedback from its stakeholders.
Bridges to Hope
Employing 30-40 volunteers, having a fund reserve for at least 4 months, partnering
with 7United Churches, 2 Presbyterian Churches and some corporate partners, Bridges
to Hope is focused on increasing partners every year. They are working with educational
institutes to reach youth with an aim to develop their capacity. Have only one instance
of negative feedback in 2.5 years operation.

Appendix I: Interview Questions
1. What percentage of your workforce are volunteers? This KPI helps us to determine not only how churches and organizations involve their
community members but also how dependent they are on the help of volunteers. The assumption here is that if there are a high number of
satisfied volunteers putting in significant hours of volunteer service, the organization or church is doing a good job in putting their people first
and thus creating greater impact in the community.
2. How many months of cash reserves do you have? The answers to this question reflect the fiscal responsibility of the organizations and churches
including the fiscal sustainability of their ventures.
3. What percentage of your budget is covered by external sources partners? This KPI allows us to see how collaborations are viewed by
organizations and churches and the results will indicate whether collaborations and partnerships are a help or a hindrance to programs and
services.
4. What kind of new initiatives are you focused on? This KPI helps us to determine whether or not organizations are constantly looking for ways to
improve their services and build a good reputation within their community. Some answers may showcase a correlation between collaborations
and the potential for new initiatives and services to be implemented.
5. What do you think is mandatory for success? These individual responses will give us a deeper insight into what aspects of delivering programs
and services can be improved upon.
6. What does your client feedback look like? Feedback data allows us to see how serious organizations are about improving their programs as well
as how effective the programs are. The results can help us to analyze the quality of the services offered.
7. How many people do you serve/how many people benefit from your services? The answers to this question help us to determine how broad the
scope of the programs and services offered is and if they are meaningful to the members of the community. Depending on the type of service

being offered, we can use these numbers to measure whether the needs of the community are positive or negative (i.e. homeless shelter
numbers versus literacy program numbers).
Appendix II: Interview Results
Name &
Address
Notes What % of your
workforce are
volunteers?
How many full
timers? How
many
volunteers?
What % of your
budget is covered
from external
sources / partners?
How many partners
do you have?
What % of your
customers gave
positive
feedback? Do
you gather
feedback?
How many months
of cash reserves do
you have?
Please tell us about
some new initiatives
you are working on?
Do you have any new
initiatives?
How many people
benefit or do you
service?
What do you think is
mandatory for success?
First United
Church-
Thrift store, footcare support, 3
low income housing facilities-
i/c vm stephen gray- 2vm
stephen 1 sally i/c vm stephen
suggesting monday 17th- family
day- cb reset to tuesday the
18th @ 1130 PST - emailed
survey monkey
50 full time 100
plus volunteers
Could not quantify
this-other than
there are any
relationships on
many different
levels.
most feedback is
positive- cant
guess what the %
may be
He cant give an
answer- would not
be meaningful.
However have
access to seniors’
social grant.
They are in the first
year of an aboriginal
focus. In the first year
of a seniors programs.
If their housing
programs where
NOT included the
daily total is
between 400 and
500, if included
MUCH higher
Be clear in the purpose.
Have the respect,
acceptance, and trust of
those in the community
and those you serve. Have
good partnerships/
membership based on
respect and understanding.
Duncan
United
Church
Normal church - but they have
12 non profits out of them- Our
Thrift Store is totally run by
volunteers. The dining is an
outreach meal served to the
homeless...there is no charge
on this and it too is totally run
by volunteers as are most of our
events.
Other than our
paid staff which
amounts to 110
hours a week all
programs are
run by
volunteers.
I have no
idea...other than
hall rental all of our
funds come from
our congregation.
Feedback from
the community
and our hall users
are always
positive. We are
known in the
community to be
a progressive and
giving church
where all are
welcome.
I actually wouldn't
know but seeing as
we are in a deficit as
usual I would say
none.
Most of what we are
working on increases
our involvement in
the community or
worship services. =
Affordable housing in
the community, care
for seniors, new
technology, cultural
connections with our
First Nation
100's from our
community come
through our doors.
Approximately 125
people a month
mostly through our
community dinner.
There are usually
around 150 at our
Sunday services.
Picton
United
Church
Food bank - Pat Romkey is the
coordinator on Friday mornings
only. We are doing some real
estate work on this.
staffed only by
volunteers
5000 annually

Name &
Address
workforce are
volunteers?
How many full
timers? How
many
volunteers?
What % of your
budget is covered
from external
sources / partners?
How many partners
do you have?
What % of your
customers gave
positive
feedback? Do
you gather
feedback?
How many months
of cash reserves do
you have?
you are working on?
Do you have any new
initiatives?
How many people
benefit or do you
service?
Beach
United
Church
Solar coop, knitted vests for the
poor, hospitality and comfor for
the poor , interfaith drop in
lunches book group knitting
group - emailed survey monkey
4 full time - 200
volunteers
5 main partners-
several others they
have worked with
over last while
hoping to continue
80 % and upwards
is positive
feedback
36 months Christian Theatre
group new partner, A
Neighbourhood link
program esp w
seniors looking to
expand, a yoga
studio, an
environmental
conference, dev
programs around
spiritual nurturing -ie
gardening cooking
yoga
600 people ( aprox
total all programs)
Relevancy- as a faith
community need to
connect with the lives
people live and invite them
to explore all beach offers,
NOT just church. to be
present with people where
they are in their lives
Seaway
Presbytery
Genesis cooperative - 5
congregations working
together, have a fultime
Minister. 5 joint services
between the congregations
each year, helps meet new
people, and share ideas.
emailed survey monkey
Ministers paid,
1 PT secretary,
boards are
voluntary and
specific term
100% to operative is
by the member
churches.
Fundraising event
was used.
Had the
membership
polled with 95%
voted to be part
of it. 75-85%
support it.
Total budget is
divided across the
churches. $1000 of
float
Have all 5
congregations work
towards a common
goals. Go Fish project
where there was a
collective food drive.
And a musical
fundraiser
Serving over 100
families, so a total of
500 families.
When members of each
church embrace and want
to become part of the
larger congregation.
Attitudes are changing.
Trial will end next year.
Newtonbro
ok UC-
Called,
Cummer
Ave United
Church
(New name)
drop in centre for homeless-
1 paid, 40-44
volunteers
ontario works,
toronto north
support services,
paralegal,
documentation
support, dental bus,
2 doctors, 1 nurse
from communicare,
flu clinic,
hairdressers,
clothing closet,
shower = 11
partners
feedback from the
workers -
forthright ind'ls
portion is designated
from operating
costs, applying for
grants. $20,000
budget
Xmas concerts as a
fundraiser, another
church is looking at
setting somethomg it
up
65 per day - 100 per
day
first need the volunteers,
core is the meals - starting
with sandwiches at the
door
First Met
UC, VIC, BC
Yoga church with Bethell Lee,
Family counselling, youth
shelter inner city dinners ,
transitional housing for 45
residents w hygene clothing
educational programs medical
needs library and counselling
Five Oaks –
called
Summer camp, retreats, ec. 125
acres by Brantford. emailed
survey monkey
100% workers % funded by the
United Church, %
applied for from
Glencoe, service
fees from people on
retreat
Good feedback on
the programs, but
the building is run
down but the
location is
beautiful.
< than 3 months new computer
system, huge push on
cost savings, working
with EDGE property
team on development
opportunities
thousands. their
capacity does not
break even.
financial partners, keeping
eyes open for new
opportunities

Name &
Address
workforce are
volunteers?
How many full
timers? How
many
volunteers?
What % of your
budget is covered
from external
sources / partners?
How many partners
do you have?
What % of your
customers gave
positive
feedback? Do
you gather
feedback?
How many months
of cash reserves do
you have?
you are working on?
Do you have any new
initiatives?
How many people
benefit or do you
service?
Port Nelson
UC
Shop and save program - buy
gift cards off the top. All of the
profits go back into the food
program (5% savings). Started
in Fall 2008, started being active
in May 2009. Food voucher
every thursday morning. sit
down and get advice. $25
coupon per month./ it is not
sustainable as it is a charity
model. - $30,000 in $25 gift
cards - 1 food voucher per
person per month between 10-
12pm. 1.6 km round trip from
bus stop - so working word of
mouth - so only some are truly
motivated. All houses are $1M,
program sized church with 2 FT
ministers and 750 members.
1 FTE with the
minister for
pastoral care
and outreach, 7
volunteers, 5
come every
Thursday.
Tailored to their
skills &
strengths.
100% from the
congregation. Limit
the ask. Keep it
focused and
creative. Looking for
new grants &
proposal writing.
Very positive.
When they shut
down, give 1.5
month notice. All
of them were
disappointed &
grace. And asked
if it was okay to
still drop by and
chat. / feedback
from
congregation is
that they continue
to donate. And
like the
information that
they receive.
No reserves.
Inventory of cards is
enough for the next
month - donations
are nil. Shutting
down until there is
more again. 1 month
reserve.
Spreadsheet for data
collection and moving
over to that -
reporting back to the
congregation &
monitor more closely
what they are doing.
Remove admin
burden. Also getting
the new person to
apply for grants. /
crockpot cooking class
- brief 10 recipe book
and crockpot
135 / month -
$3375/month.
Which is why
$30,000 budget.
And closed down for
July/August. Only
thing that they
require is the name -
and ask for the
address etc. Not
that many are
homeless. 285
active people they
serve per year.
Have said farewell to
189 people - many
have moved to a
different city.
Starting off with the
framework of moving from
charity to mission to justice
- right relationship. Raising
awareness. Relational
encounter is what we are
aiming for. Hook them into
other resources such as
affordable housing & other
resources. It is a charity
and turning them to
mission. Hoping to move
towards justice making and
raising awareness within.
Trinity UC,
North Bay-
called
Mustard Seed Theatre--mens
womens and childrens groups -
programs for expecting and
new mothers, food shelf on
Monday mornings and 12 step
program ( hosts AA and NA
meetings ) - emailed survey
monkey
one person 3/4
time 100
volunteers
6 partners -if
envelopes fund
raising quest etc are
excluded the 0 % is
covered
85 % is positive if no further monies
come in maybe one
month- if money
comes in possibly 6-
8 months
6th annual theatre
offering, raise money
to build a school im
Kenya,
InterDenominational
Youth Group, family
outreach, start a
junior youth band
between 750-1000
per year
strong leadership, a solid
volunteer base, a
community where are
people are welcome and
want to get involved,
staying relevant and
current, using social media
effectively
Knox UC,
Alberta
mission and outreach group, social justice programs, environment programs (ie eye of the storm ) Public concerts
Scarboroug
h Bluffs UC
Adult Literacy classes, basic skills , music program, visit and offer community support and personal items to homeless and those at risk, regular donations to the foodbank, special offerings to one global
and one local charity per year, Giant Book sale proceeds go to outreach projects, Christmas gifts for youths in shelters
Sunnyside
UC, Surrey,
BC
fitness bootcamp, SASS- for women over age 16 who have been sexually exploited, Mothers a go-go for african grandmothers raising children whose mothers have died of aids, community dinners twice
per month
St Paul's UC,
Oakville,
ON-called
bookclub (not a SE, small book club and meeting place for toddlers for free) shares food w salvation aremy and foodbank, provides lunches at habitat for humanity sites, school supplies mitts socks hasts
and Christmas gifts to Wesley urban ministries, support national regionaland local charitable organizations -iecancer society heart and stroked society they do not offer any social justice or outreach
programs- just a very giving congregation
St John's
UC-emailed
Gentle fitness - Wednesdays 1-2pm for $6 outreach committee-community scholar, white gift Sunday, collecectable credenza, the mitten tree and out of the cold

Name &
Address
workforce are
volunteers?
How many full
timers? How
many
volunteers?
What % of your
budget is covered
from external
sources / partners?
How many partners
do you have?
What % of your
customers gave
positive
feedback? Do
you gather
feedback?
How many months
of cash reserves do
you have?
you are working on?
Do you have any new
initiatives?
How many people
benefit or do you
service?
Erin Mills
Youth
Center,
Missisauga,
ON-called
Erin Mills Youth Centre. 2006
started but became separate in
2010. emailed survey monkey
church low cost rent and
utilities / engaging the
community / engage with
colleges for students / Region of
Peel rooms for breakfast
programs / Boys & Girls / city of
Mississauga / Children's Aid /
YMCA - get a bit from
congregation during xmas, City,
Driven by 6.6
FTE. 8 students
every year to
help support the
programming. /
has been there
for 3 months
United Way, Region
of Peel, Ministry of
Tourism - fund
afterschool
programming /
Trillium feeds lunch
program /
Mississauga food
bank & local bakery
counting how
many come / on
the spot
evaluations /
need to learn
focus groups and
research. It is a
work in progress
for all non profits.
Need this for
2016 - used to
work for the
Immigration
Ministry
little funding on
overhead / fiscal
year is calendar
year / all funders
have different fiscal
years - very complex
budgeting
spearhead community
activities / bi monthly
basis to build the
community / have
representatives from
the community on the
Board / really focused
on evaluation / been
there for 3 months
40 kids in breakfast
program daily /
afterschool 45-50
per day - 3days at
one school and 4 at
another / 6-12 kids
per program / Youth
and family in priority
neighbours. Ethnic
& marginalized
youth. Breakfast
club & afterschool
programming.
starting point is what is in
your area / keey your vision
front and centre without
becoming beholden to the
funder - comes from United
Way / separation from faith
for other funders /
community engagement /
remain flexible to adjust to
what is relevant / work
with them versus for them -
community development is
to tackle its own issues.
Fair Haven
UC Homes-
emailed
senior housing emailed survey
monkey
160 registered
volunteers
1 88% low turnover
in the facilities
Government funded Redevelopment of
older facilities
300+
Lynn Valley
UC
Family counselling social justice
and outreach programs-
MacKay UC 5 year lease of the hall with a
few days off / run after school
program
MacKay UC seniors who are handicapped
that do activities all day / Every
Tuesday Sept - June - just take
some time off / take people's
coat, give them a name tag,
snacks, person does crafts / @
10 light fitness / @11am choir /
lunch is provided / started in
1969 / AFter lunch there is
entertainment - sign along &
entertainment / have an annual
xmas dinner. Now have less
space. Volunteers are key as
they have ideas. email survey
monkey
nurse aids/ 19
volunteers -
some of them
are 89 years old
17 congregations
rotate the lunch.
City 3 yr grant /
bequests/ church
allows them to use
the hall - give them
$2000 in donation in
lieu of rent. Ottawa
Companions have
donated an aid to
help with handicap
for 3.5 hours each
week.
City required that
they give out a
questionnaire of
what they liked /
didn't like. Have a
member liasion -
anything to
report.
Last another 6-7
years.
trying to liven things
up - Happy birthday
mugs that light up
when you tilt them.
When it is their
birthday.
22 members - best
practices is to get
more volunteers,
some have had their
grandchildren in.
Course in social
work from Good
Companions.
Charge members &
volunteers $10/year / mini
bazaar for fundraising.
Used to be part of a
handicap association - each
was given $12,500 as a
amount - hard to get the
money out. Put out
brochures to the rehab
centre, etc. another things.
Centre
Town UC
100% volunteers. Too many too
handle. They have a wait line
for people wanting to support
families in need.
100% from
congregation
great and growing 12 full time staff newest is the art
gallery idea that is
starting up
tomorrow.
200 - 300 come for
talks / 244 xmas
hampers / 30+ each
artistic expressions
passion &
volunteers

Name &
Address
workforce are
volunteers?
How many full
timers? How
many
volunteers?
What % of your
budget is covered
from external
sources / partners?
How many partners
do you have?
What % of your
customers gave
positive
feedback? Do
you gather
feedback?
How many months
of cash reserves do
you have?
you are working on?
Do you have any new
initiatives?
How many people
benefit or do you
service?
Centre 507 soup kitchen - drop in centre 6
days a week / food bank 4 days
a week talks with politicians
once a month with 200-300
9 fte, 15 release
staff, 18
volunteers on
board, every
week has 35-50
hours volunteer
s
federal, provincial,
$10,000 Presbytery,
$20000
congregation,
$50,000 donations,
Provincial/municipal
= $700,000, in kind
rent donation
$35000
clients to speak
with us, 3
participants every
year are on the
Board, annual
evaluations where
participants on
the drop in
area of lacking - 2
months. You always
working on the
relationship. Focus
on the metrics.
new grants to
improve the space -
renew all of the
funding proposals.
200 people / day consistency is important -
you need to build trust.
Core group of people (2 to
3) that are committed long
term. Focus on the
relationships. Dedicated/
loving support of board.
Good partnerships &
nurture it and a lot of tiime
goes into this.
Food bank -
coalition
food bank 4 days a week. 1967
with 8 member churches. All
denomination are welcome.
People going to churches asking
for coal - let's unite and do
social action on a massive scale.
People started asking for food -
small amounts out of the back
door. Ottawa food bank
created from the coalition.
Couldn't get the clients to leave
– every one of them should do
something else. Started with a
drop in program due to many
being social misfits. Centre 507
came from this.
church ladies
want to do the
work - they
want to serve &
don't want the
glory. 70
volunteers from
the member
churches / 1
paid employee /
teach students
from Carleton
26 partner
congregations /
selection sheet /
nutritionist / partner
with Centre 507 /
City of Ottawa /
member churches /
aggressive
fundraisers
why are you
here? food banks
are the bandaid
solution.
Affordable
housing - 80
subsidized units.
7 day/week free
food coverage -
pair up 2 churches
on a Saturday
night & some
Sunday
afternoons.
Try to have 3
months in the bank.
Right now - $22,000
deficit. Have
enough in short
term investments
for another month.
December is cash
flow for summer.
tuck shop, 1980s
mental health change
- 1000s of people
from institutions on
to the street - day
programs are
important. /
redevelop the
program and focus on
produce / created the
lunch programs.
Jan 2013 - October
2013 = 7691 adults,
1366 children =
9057 / 7079, 800
children = 7830
total. So growing.
youth leadership in the
meetings / mandatory have
representation at the
meetings / saw success -
more joined. / identify the
problem & address the
problem. Example: lunch
program. Also the people
volunteered and helped to
chat with the people.
Example #2 - resume help.
Job skill centre started up.
The Grove-
tues or
thurs ams
are best
Music School-links community at large and god-private tutoring with professional singer/instrumentalist -scholarships -
Wesley
United
Church -
community ministry- is this AKA Wesley Urban MinistriesSanctuary- working to alliviate poverty works toward social justice- children youth & family services, housing & homeless services, neighbourhood
and newcomer services -
Yoga Chapel Yoga Classes 0 - no real need
for volunteers
SEED funding
Trinity
United
Kitchener
redevelopment / Started as the
4 churches project / Community
Partnership - just met with the
city emailed monkey survey
stop reinventing the wheel,
stop trying to design things,
guarantee a budget
Central UC
Calgary
offers a childrens’ ministry a creative arts ministry a recovery ministry a womens ministry as well as homeless support prison outreach multifaith and multicultural out reaches-

Name &
Address
workforce are
volunteers?
How many full
timers? How
many
volunteers?
What % of your
budget is covered
from external
sources / partners?
How many partners
do you have?
What % of your
customers gave
positive
feedback? Do
you gather
feedback?
How many months
of cash reserves do
you have?
you are working on?
Do you have any new
initiatives?
How many people
benefit or do you
service?
Central UC /
Hillhurst UC
Inn From The Cold up to 50
volunteers in a
12 hour time
frame
0, all funding for
cots, sheets,
mattresses, pillows,
food, etc. comes
from the church
(donations)
most of them are
pleased, many
have requests in
terms of food
preferences (i.e
Muslim clients
can't eat ham)
0 average is 15-20 per
night, most that
they've had is 27.
individuals with
children are
accepted first, then
couples, then single
women, then single
men.
safety, providing a safe
environment and ensuring
all volunteers and clients
are screened by Inn from
The Cold before coming to
the church
Heartwood
Community
Cafe
a Neighbourhood bistro, community living room and social justice hub - a cafe where social justice is central to the vision -open to all- a conduit for grass roots social justice movement embocying
solidarity and social justice (food employment ecological) in all aspects of operation (sustainable practices local sourcing fair trade - open to all to hold social justice events and community meetings
Jane-Finch
Community
Ministries
recreation you arts and crafts
programs , community and
cultural festivals , education
and employment programs,
month food bank community
kitchens student nutrition
programs individual and group
support -
1 f/t 40 key
volunteers
15 direct partners
and 10
congregations who
contribute
financially
their feedback o/a
comes from
minstry steering
committe -and
users
/participants in
the jane-finch
community 99 %
feedback is
positive
they have 0 reserves
( are a presbytery
ministry) but have
grant of 10,000
which could be
about a 2 month
reserve
they work to meet the
need of youth who
are vulnerable to gun
violence. This is a
project with the city
the councillors and
the union-Barry sent
me a report with
further information
which can be included
2000 separate
individuals
being grounded in the
community, and doing
things with them but not
for them, have their imput
and involvement on all
levels
Knox UC -
Winnipeg
developed a central market,
redevelopment of central park
operater a 24 hour knox
community enterprise kitchen
welcoming newcomers and
those who look to start a food
related business inc- offering
training for hospitality, retail
and light industry
6- 8 kitchen
volunteers 6
market
volunteers,
garden 50 plus
volunteers one
paid staff in
kitchen - one
3/4 time in
womens , one
1/2 time in
sewing co op
at least 20 partners cant give exact %
is not sure most
feedback they get
is positive
0 at church - operate
mostly month to
month - budget is
300,000 -
congegation is 100 -
150 they exist as a
miracle
working on their
sanctuary to create a
performance art
center, they have a
french language
program, working on
a bhutanesh project,
they are looking to re-
invigorate the market
for the summer
at least 135 families
in their garden, the
kitchen serves
hundreds as does
the market the
resource centre, the
sewing centre and
their summer
program. their
skating program
serves 12 weekly-
while running and
their prenatl
/nutrition group
serves 100 for about
40 weeks
don't get in the way of
god's dreams for your
neighbourhood, engage
with your neighbours and
community in experiences
and opportunities, we are
all in it together. dont be
hamstrung by our
intelligencia that must be
given up

Name &
Address
workforce are
volunteers?
How many full
timers? How
many
volunteers?
What % of your
budget is covered
from external
sources / partners?
How many partners
do you have?
What % of your
customers gave
positive
feedback? Do
you gather
feedback?
How many months
of cash reserves do
you have?
you are working on?
Do you have any new
initiatives?
How many people
benefit or do you
service?
TECHSOUP get donated software,
specifically from Microsoft
7 paid staff, no
volunteers
except for
special events
0% full budget is
covered by small
administration fees
that are charged
when purchasing
products
only feedback
comes from the
feedback in the
customer service
department
dealing with
customer
complaints or
inquiries by phone
or email
not sure working on actively
pursuing building
partnerships within
the Ontario Volunteer
Sector Network
13,000 organizations support that comes from
umbrella groups of
associations, member
groups, etc. networking
and word of mouth can
help your organization
tremendously. non-profits
are part of a much larger
network
Toronto City
Church
expanded the church, built a
soccer dome and rent it to
different soccer clubs, have
birthday parties, all of the
money that they get goes back
into dome maintenance.
Toronto City Sports Center
All staff working
in the dome are
paid. Volunteers
only when the
church uses the
dome to run
events. Each
club is run by a
volunteer.Typic
al club has 10
volunteers for a
total of 30
volunteers.
3 clubs that go
there. 100% from
rental fees.
talks to the
manager directly,
pastors will come
over and socialize
witht the teams
present.
always booked
Stella's
Circle
offers residential community
and correction based conselling
services (emmanuel house) ,
assistance to thsoe with
comnplex mental health needs
(community support program)
conselling and support to
woman who have had conflicts
with the law ( just us womens
centre) mission is to address the
impact and root causes of
poverty abuse & oppression by
offering support
get a lot of funding from government social justice - sharing with
each other rather than just
giving. This gives buy in and
engagement

Name &
Address
workforce are
volunteers?
How many full
timers? How
many
volunteers?
What % of your
budget is covered
from external
sources / partners?
How many partners
do you have?
What % of your
customers gave
positive
feedback? Do
you gather
feedback?
How many months
of cash reserves do
you have?
you are working on?
Do you have any new
initiatives?
How many people
benefit or do you
service?
House of
Lazerous
second hand clothing, food for
local community i/c vm - set
time w pauline- sent survey
monkey
9 full timers -
40 volunteers
9- part timers
project partners a
network 0f 80, and
direct partners 13
yes- positive 98 % 2 - 3 months
they got a trillium
grant for this project
just held a poverty
reduction strategy,
funding in key areas
to alleviate poverty,
job creation for those
on ei, a linking hands
project advocates for
those in poverty
foodbank services
4529 people, they
helps 208 children
at Christmas, 37
families "adopted
out" at Christmas,
helped 47 outreach
victims and 12,000
people via social
enterprise
knowing the culture of the
people they serve, fostering
the attitude of being
neighbourly , meeting
people wherever they may
be in their lives and full
training of the staff-
emergency training suicide
intervention crisis
intervention dealing with
difficult people and
pastoral care
Davenport-
Perth youth
centre
youth centre- programs for
children 6 - 12, youth 13- 17
young adults 18-24,offers
workshops outings, job
training,projects to develop
communication leadership and
conflict resolution
16 partners listed on their website
Regina Anti
Poverty
Ministry
advocates for the poor in
Saskatchewan- i/c Peter mtg
set for 10 30 am Monday Jan
27-emailed survey monkey
2 staff- 3/4
appointments,
apro 35
volunteers inc
the board and
practicum
students
- 3 f/t time are
needed
they do a lot of
networking they
probably have 70
people on this list of
agencies that work
at the same level
and at least 25
organizations
yes 95 % of
feedback is
positive - (from
pastoral
oversight)
12 months- but at
currentl levels of
regular donations
they could continue
at same level for at
least 2 years
their initiative are
response oriented-
they always too at
new issues new
partners new
projects, - they have
client and educational
commitments
in 2013 2043 cases
where handled for
1700 people, they
offered between 60-
80
workshops/educatio
nals, and on
average had 50
media hits
Committed board and staff,
financial stability and
community networks and
connections
Christian
Resource
Centre / 40
Oaks -
community hub, c food centre,
meal program, clothing
program, engamegment and
worship
16 f/t - of
those 4 are on
a contract
which rolls over
yearly, 151
volunteers
they have 18
partners- some of
their partners may
use the space and
pay rental fees
some of their
programs have
shared staff. One
partner gave them
350,000 for 2 years.
Their budget is 2.6
million- aprx 60 %
goes to 87 unit
housing complex
they dont have a
scientfic way of
capturing this but
through surveys
guest feed during
dialogues during
meeting she
would guess
complaints are
aoubt 20 % -
pointed out they
receive a lot of
constructive
criticism, apr 80
%
formally- none.
they are writing a
policy that once
drafted will be 3
months worth
however
2 years ago they
opened 40 Oaks 87
affordable housing
units- new
community food
program last fall . they
teach cooking skills
have a garden and
advocacy . community
enterprise program
with local people.
individuals will be
paired up with a
business mentor
at 40 Oaks they
have 100 tenants in
their affordable
housing program,
they have another
100 in their rooming
house, and then at
least 300 unique
individuals who
benefit from
everything from
showers to clothing
and food.
clarity about mission and
vision. you must know
what you are doing and
why you are doing it.
working with partners, and
focus on what you do well.
have organizational
structure, and
accountability built into
this.

Name &
Address
workforce are
volunteers?
How many full
timers? How
many
volunteers?
What % of your
budget is covered
from external
sources / partners?
How many partners
do you have?
What % of your
customers gave
positive
feedback? Do
you gather
feedback?
How many months
of cash reserves do
you have?
you are working on?
Do you have any new
initiatives?
How many people
benefit or do you
service?
Bridges to
Hope
Food Pantry, bag to school, toy
lending library,christmas
hampers, passion for projects-
sent survey monkey
4 staff 30-40
volunteers
7 united churches 2
presbyterian
churches- mission
services -plus few
corp partners, each
yr they have a few
more corp partners
in 2.5 years they
have only had one
instance of
negative feedback
4 months in 2014 they are
working on a kitchen
program and working
with school to
introduce cooking
knowledge skills and
ability at a young age
in 2013 their kitchen
served 15,000
meals alone other
programs ( in total
)have helped out at
least 10,000 people
passion and compassion
Brunswick
Street
Mission
serves those who struggle with
poverty. addresses
physical,emotional practical and
spiritual needs for those
experiencing poverty-sent
survey monkey
2 staff -10
volunteers are
on a daily
schedule -
anywhere from
50 to 100 per
year volunteer
3 formal- many
informal-partners
with presb-
not formally
gathered, no
process to gather
this information
they have $ 25,000-
so less than 3
months
currently doing
feasibility studies to
decide on their
initiatives
More than 60
breakfast daily, 60
to 65 homes with
groceries / month ,
40 visitors daily to
clothing bank , 54
people with tax
returns, 600 with
bus tickets, 216 with
stewardship
program, 200
Christmas dinner,
139 gifts (78 of
those where
children)
not being needed anymore
Montreal
City Mission
seniors mobile legal clinic,
refugee and immigrant free law
services, camp cosmos (day
camp) every kid choir, i/c Rev
Paula mtg set Monday jan 27
11 30 am - she knows Rob so
sending further info on buying
united and the real estate
planning team - she will share-
sent survey monkey
one full timer-
25 volunteers
non traditional
services-20
guestimated
yes - 95 %
positive-day
30,000 in reserve -
enough for one
month - maybe two
new media tools -ie
skype for refugee
family, blogs -
interfaith dialogue w
muslims- a
compassion app they
reach out to young
activists involved in
social justice
their # of
interventions are in
the thousands, the
people they have
helped # in
hundreds - exact #
would be on an
annual report
compassion, being
centered on needs of
community and responsive
to those needs without
starting at pulpit
Saint
Columba
House-
preschool afterschool programs, community lunch program environmental program , program for intellectually challenged adults, spiritual devel. program, teen prgram and other
First United
Mission
affirms worth of individuals emowers communities works for social justice-advocacy programs hospitality housing and healing are 4 pillars
Our Place
Society
transitional housing,nutritious meals, drop in centre, hygene centre, programs (computer skills classes, art and writing classes, choir)
One Hope presbytery based ministry that provides oversight on 5 different ministries in Winnipeg-serves those with additions, the homeless,those shunned by ohters based on race income or sexual orientation-
email form on their website sent full info to about the projects -i/c they have directed my email to Richard Manlley-Tannis and a stering committe for a response and will reach out to me
Downtown
Mission
just declared a downtown
mission day-food bank, hot
meals , emergency crash bed
program- sent survey monkey
160 volunteers-
includes those
who volunteer
daily weekly
monthly and
15- 20 regular
partners
90 5 offer positive
feedback
12 months GED program,
expanding their food
bank and clothing
center to offer more
options in new facility
145,000 plus in
2013 alone
keeping Christ as part of
any conversation,
volunteers and donors

Name &
Address
workforce are
volunteers?
How many full
timers? How
many
volunteers?
What % of your
budget is covered
from external
sources / partners?
How many partners
do you have?
What % of your
customers gave
positive
feedback? Do
you gather
feedback?
How many months
of cash reserves do
you have?
you are working on?
Do you have any new
initiatives?
How many people
benefit or do you
service?
occasionally
Blackboard
Marketing
Remix Project is the non-profit -
a 9 month program with a
mentor to help with film,
marketing, media, etc. Social
enterprise is called Blackboard
marketing that helps support
this
no volunteers
as it is a
business. A
former intern
helps out. 2
part time staff.
Toronto Enterprise
Fund, Trillium
Foundation, United
Way, Ministry of
Economic
Development
informal
conversations
12 month budget Hire more youth that
complete the Remix
project.
They work with
artists. And they
work with people
who need marketing
help. 20 graduates
of the Remix
Project.
have gained clients through
referrals / start slow and
don't expect that your
business will grow really
fast / build a strong team to
support the growth of the
business

Appendix III: Survey Results
Question 1: Please rank the following in their importance (Ranking):
• Volunteers
• Finances
• Partners
• Innovation
• Social Justice
• Feedback
Final
Ranking
Criterion Very
Important
Important Somewhat
Important
Not
Important
1 Volunteers 82.83% 9.09% 6.06% 2.02%
2 Finances 67.68% 25.25% 7.07% 0%
3 Partners 62.63% 23.23% 13.13% 1.01%
4 Innovation 54.55% 28.28% 17.17% 0%
5 Social Justice 51.52% 31.31% 12.12% 5.05%
6 Feedback 45.45% 38.38% 12.12% 4.04%

Question 2: What is the key to your organization’s success? (Open ended)
Respondent’s Answer
Christ focused mission and vision
Missional leadership (starting with clergy)
Having everyone working together for the common cause
Christ-centered and God loving people who share generously of their time, talents and treasures in response to God's abundant and steadfast
love; made known in Jesus
As attitude of gratitude
Collaboration with the community, congregations and other partners and stable financial stability
I believe picking and matching the right volunteers with the right youth. I also believe that it is crucial for the organization I volunteer with to
provide free and fun and exciting activities for the volunteers to participate with the youth that they mentor. Also quarterly checkins and updates
and progress reports
Staff who believe and live the values of the organization
All participants and volunteers have the same intentions and goals in mind
Volunteers
Consistent participation of volunteers/ mentors in the lives of youth as they go through program as it directly impacts their performance in school
and overall growth
Youth Leadership
Money and clientele
Transparency, governance, forward thinking, adherence to our mission, community interaction, spiritual leadership
A clear mission and vision - know what you do and who you work with. It is easy to be all things to all people Have some structure to keep people
safe - policies, staff procedures, expectations, role clarity Have someone who has Money or knows how to access it
Authenticity, compassion, empathy, joy, followers of the Jesus way
Retaining a sense of mission while not neglecting financial stability
Usefulness to others and providing emotional safety
Having a contact person available in the local community
Government participation and cooperation
Funding
To grow disciples
Strong volunteer foundation-without it there would be no program -Cooperation between the Drop-Inn volunteers and agencies that provide
support to the guests -Desire to serve and understand those more vulnerable than ourselves. When guests experience compassion and
acceptance that meet them at a very basic and needful level (food shelter, safety) they have incentive to return. -Excellent organizational and
coordination skills to bring components together smoothly

being aware of the need to be ready for constant change
A strong sense of connection, community and commitment to the outreach, activities and worship services at our Church. Strong, dedicated and
caring leadership from the staff and congregants. A willingness to reach out and serve others, be open and welcoming to all people and to be a
visible and active part of our wider community
Our people and our mission
commitment of volunteers and support by the rest of the organization
-New members -Rotation of committee members -Ability to embrace, and implement new technology in a cost effective manner to capture cost
savings, and increase the output of committee members
Interested and dedicated volunteers
Volunteers and Community Partners
Communication amongst those volunteers doing the social justice work, plus collaboration so that we don't re-invent the wheel
Public recognition and support. Dedicated staff and volunteers
Need more younger people & families to help support the church. As older people die there is no one to replace them, monetarily & help
Support from others who are interested in social justice and outreach
Communication
Faith and teamwork
To be welcoming, engaging, then to receive and accept. Be open to diversity and diverse programming meeting goals of mission (purpose), yet
attune to individuals. Offering ways to connect to create nurturing relationships with all ages with their particular needs and ideas. Be accessible:
in mobility, hearing, vision, and for other physical and mentally challenging needs of the community. Everyone counts, everyone is needed, so you
can find your place, because there is one made for you
Buy in and commitment of the stakeholders
Volunteer support, partnership with conferences and other UC branches, to achieve a healthy viable state and to become more diverse financially,
so we can support ourselves
Ability to articulate our mission and to act in a nimble fashion
Volunteer initiative
Volunteers who are committed to the work
participation
Passion. At least one person with passion makes all the others engaged
Connecting with groups and organizations that are current and progressive in their approach to justice issues
a sense of connection between faith and action
Collaboration and communication of volunteers, leaders and teams. Clear sense of vision/purpose. Call to be meaningfully connected to wider
community
Partnerships that offer genuine benefit for all parties involved
Empowerment to keep doing, communication so everyone knows what and why we keep doing what we do
Volunteers

Study of current issues and continuous updating of policy on educational and social justice issues
Core team / people and system
I believe that feeling a sense of purpose and a sense belonging to the community is mandatory for success at Riverside
Serving the community to provide assistance to those less fortunate, and to provide hope and guidance for their future
Being aware of current issues/needs within our church and outside community culture so our programmes and sermons are relevant; being
completely open, inclusive and accepting of all faith traditions and gender identities; listening and counselling skills; a shared vision, mission and
core beliefs; financial sustainability - along with intentional stewardship conversations; partnerships in the community; use of media
animation/contemporary music and advertisement in all social media venues
Partnering with others in the community
relationships
To eliminate our deficit, to grow as community with regard to inclusiveness, acceptance, caring, and providing real common sense 21st century
spiritual values
learning to change, include others, be open to new people and new ideas
Connections with our broader community.
Engaging our clients, youth 13-18, through a variety of activities that develop relationships with volunteers in order to support their going to post
secondary education
Volunteer board members in each of our 61 offices
Growing relationships with partners to be bigger than what we can be on our own. And listening to feedback to always look for ways to be better.
Creating a community amongst the volunteers and a sense of belonging
Volunteer appreciation and engagement
Engaging the community
Volunteers, government funding, public donations
Better communication among and between church committees; money; a volunteer co-ordinator as a paid staff person; Members' who are
knowledgeable about and understand the political, social and economic causes of injustice; partnerships with like-minded churches and other
groups, a devotion to creating the change we want to see in the world (including attending and/or organizing protests), social media training,
website design training, graphic design training, A bigger building, more members under 50!
Being focused on increasing customer satisfaction
services and stakeholder trust
Increased effective partnership with communities
My time and dedication to continued study & improvement. Partnering with churches
Prayer and faith
Clarity of vision that reflects a strong and shared sense of purpose as a congregation
Financial sustainability is critical but building community and constantly evolving that community is equally critical to remain spiritually
sustainable
Accountability to the stakeholders

Engaging people with meaningful opportunities to practice faith
Balancing social initiatives with fiscal stewardship focused on our mission statement
Achieve Mission by Deepening relationships with God, People and the Earth
Clientele
Diversifying revenue streams and improving the quality of programs. Marketing also has to be improved to develop awareness and brand-
recognition in the community
Being well rounded, innovative, and constant communication with all stakeholders
Everyone apart of the organization to better bevel up programs based on what works and what does and not based on cost
Ensuring that all actions and decisions made are directed toward achieving the mission of the organization
Planning ahead so that the organization is not always in crisis mode. Securing long-term funding is crucial for this
More of a business-savvy attitude would really help. Would increase financial sustainability and increase organization

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