Volunteer Boards Need to Step Up

By Ken Hoyle March 9, 2026

The Hidden Challenge Facing Canada’s Volunteer Sector

Canada has a vast nonprofit and charitable sector. According to data from Statistics Canada and the Canada Revenue Agency, there are roughly 170,000 charitable and nonprofit organizations across the country, including about 85,000 registered charities. More than 200 volunteer centres support this network. Together with millions of volunteers, they provide services that would otherwise go unfulfilled, enriching communities and strengthening Canadian society.

Volunteerism has long been considered a defining part of Canadian civic life. As noted by Volunteer Canada, volunteering “strengthens communities by connecting people and building trust, inclusion and resilience.”

However, volunteering is changing. Kathy Brock of Queen's University has noted that:

“The voluntary sector in Canada is under increasing pressure as organizations compete for fewer volunteers with less available time.”

Changing social and economic conditions — including dual-income households, employment insecurity, and an aging population — are making it more difficult to recruit and retain volunteers.

Statistics also show a troubling trend. According to surveys conducted by Statistics Canada, the formal volunteering rate among Canadians declined from about 41 percent in 2018 to roughly 32 percent by 2023, even as the population grew. That leaves approximately 11 million Canadians formally volunteering today.

The intent of this article is not to criticize volunteering. I have volunteered most of my life and remain a strong supporter of its many benefits. However, the challenges facing volunteer boards deserve honest discussion.

Good Intentions Are Not Enough: Volunteer Boards Must Lead

Many challenges facing nonprofit organizations stem from the leadership and management practices of their volunteer boards.

Recruitment should begin with thoughtful conversations about a person’s skills, interests, and experience. Matching volunteers with meaningful responsibilities improves retention and engagement.

As Susan Ellis, one of the world’s leading authorities on volunteer management, once wrote:

“Volunteers do not want to be treated as free labour. They want to contribute their abilities in ways that matter.”

Boards must also strike the right balance between guidance and independence. Volunteers should neither be micromanaged nor left without support. Training, orientation, and clear expectations are essential.

Respectful leadership is equally important. Addressing unfinished or poorly executed tasks requires diplomacy but also accountability. Courtesy and appreciation help maintain morale.

Volunteer boards can also unintentionally create a sense of exclusion. Long-standing members sometimes form an informal “inner circle,” leaving newer volunteers feeling peripheral. Regular communication through newsletters, email updates, and social media helps keep all volunteers informed and engaged.

Recognition is equally important. As Volunteer Canada notes in its national volunteer strategy:

“Recognition is one of the most powerful tools organizations have to sustain volunteer engagement.”

Boards should also respond promptly to letters and emails from volunteers and community members. Silence can erode trust and discourage participation.

Another challenge arises when boards rely on unskilled volunteers for tasks requiring professional expertise. When organizations have the resources to hire skilled private-sector professionals — such as accountants, engineers, or communications specialists — doing so often improves outcomes and strengthens credibility.

Why Volunteer Boards Must Take Governance Seriously

More serious problems arise when boards fail to fulfill their core governance responsibilities.

Serving on a volunteer board should not be seen as an honorary position. Board members carry real fiduciary and strategic responsibilities. According to governance guidance from Imagine Canada, nonprofit directors are responsible for ensuring financial accountability, legal compliance, and long-term organizational sustainability.

Nepotism should be avoided when appointing board members, as it can undermine public confidence. Board appointments should be based on skills, experience, and commitment to the organization’s mission.

Unfortunately, some board members do not actively fulfill their responsibilities or keep pace with evolving governance practices and technologies. Others may join boards primarily for recognition or status. Some remain simply because they have served for many years. Such motivations can weaken organizational effectiveness.

Strong boards require a full complement of executive officers — president, vice-president, secretary, and treasurer — along with directors responsible for portfolios such as marketing,

public relations, and fundraising. Assigning these roles distributes workload and improves accountability.

Each role should have a clear job description aligned with the organization’s constitution or bylaws. Without structure, important responsibilities such as annual general meetings, budgeting, and strategic planning can suffer.

Practical governance also includes protecting organizational assets. Boards should not rely indefinitely on personal phones or computers to conduct official business. Records and files should be securely stored. If an organization owns property, both interior and exterior spaces must be properly maintained.

Another common problem occurs when action items approved during board meetings are not assigned to specific individuals. Without clear responsibility and timelines, progress stalls. Decisions should be assigned to executive officers, portfolio directors, or — where resources allow — a paid executive director.

Accountability is essential. Board members who consistently fail to contribute ideas or complete assignments weaken the organization. In some cases, board chairs must be willing to have candid conversations and ask inactive members to step aside.

Succession planning is another frequently overlooked responsibility. Term limits and leadership rotation encourage renewal and bring new perspectives to an organization.

Boards that allow individuals to remain in the same roles indefinitely risk stagnation. In extreme cases, organizations may drift from their mission and function more as social clubs than community institutions.

Strengthening the Backbone of Canada’s Nonprofits

Volunteerism remains one of Canada’s greatest civic strengths. But sustaining it requires strong governance.

Volunteer boards must recognize the challenges facing modern nonprofit organizations and respond with clear leadership, accountability, and thoughtful recruitment.

Communities depend on nonprofit organizations. Nonprofits depend on effective boards.

If volunteering is to remain a vital part of Canadian culture, volunteer boards must seize the moment — and step up.

Sources

Key statistics and background information referenced in this article are drawn from research and publications by:

• Statistics Canada

• Volunteer Canada

• Canada Revenue Agency

• Imagine Canada

  About the Author

  Ken Hoyle has been a volunteer since the age of 11 and continues his service at 77. Over the years he has served in many roles, from ticket taker at the early Grand River Film Festival to chair of the Canadian Society of Landscape Architects and the Canadian Association of Heritage Professionals.

  Today he volunteers serving coffee on Thursday mornings at the Hedley Centre in Hedley, British Columbia.

  He is also the author of Life and Legacy of a Volunteer, published in 2023, which chronicles 20 volunteer experiences over six decades.