From March 23 to April 2, thousands of community-sector workers across Quebec suspended their activities to denounce chronic underfunding and demand meaningful investment from the government.
I’ve worked in this sector for 26 years. And I have to say: I’ve been waiting for this moment for a long time.
Not because I like seeing services interrupted, I know all too well the cost this has for vulnerable people who depend on these organizations. But because the community sector is an essential pillar of life across Quebec, and it is exhausted.
This strike is a recognition of a reality that people working on the front lines have been living for years.
We’re losing colleagues to burnout. Community workers are relying on food banks themselves.
That is not a metaphor. That is our sector today.
What this mobilization is telling us
Chronic underfunding has been weakening the sector for far too long.
At the same time, demand for services continues to rise while major government cuts to essential systems – education, healthcare, and social services – place even more pressure on communities. That pressure inevitably lands on the shoulders of community organizations.
The 2026–2027 budget allocates only $20 million to the annual envelope of the Community Organizations Support Program (PSOC), which funds the core missions of more than 3,000 organizations.
That $20 million represents barely 1% of what the community sector has been asking for.
Reading that figure in 2026 hurts.
What the rest of the social sector can do
But here’s my question for all of us working in foundations, charities, philanthropic organizations, and consulting firms that operate alongside this sector:
Are we doing our part?
Supporting this movement means more than sharing a LinkedIn post.
It means:
- Re-examining our funding practices. Core mission funding, not project-based funding, is one of the central demands of this movement. Organizations are exhausted from chasing grants tied to narrow objectives that limit their autonomy. If you’re a funder, now is the time to ask yourself some honest questions.
- Treating organizations as strategic partners. Not as government subcontractors. Not as glorified volunteers. As professional organizations that deserve fair working conditions, competitive salaries, and stability.
- Amplifying their voices publicly. Not just during a strike. All the time. In our boardrooms, our networks, and our conversations with elected officials.
- Showing solidarity in tangible ways. That may mean making a donation, issuing a statement of support, or simply helping your network understand what is happening.
What organizations can do for themselves
And now, the critical lens I feel obligated to apply, because I respect this sector too much to tell it only what it wants to hear.
Funding is a very real problem.
But there are also things organizations themselves can control, things that will help earn greater respect, create greater impact, and yes, attract greater investment.
After 26 years in this sector, here’s what I’ve observed.
1. Professionalize governance
A strong, engaged, and diverse board of directors is not a luxury, it’s a foundation.
Too many organizations have boards that are under-engaged or under-equipped. Often, that’s where things begin to unravel.
2. Invest in strategic planning
We cannot expect to be taken seriously if we cannot clearly articulate our mission, our results, and our impact.
Strategic planning isn’t reserved for large organizations. It’s essential for all of them.
3. Measure and communicate impact
Data and storytelling are not competing approaches, they complement one another.
Learning how to demonstrate impact changes the conversation with funders, policymakers, and the public.
4. Diversify revenue streams
Dependence on a single government funder is a structural vulnerability.
There are other avenues to explore: private philanthropy, individual giving campaigns, corporate partnerships, and earned revenue opportunities.
These strategies take time to build, but they strengthen autonomy and resilience.
5. Talk about the leadership challenge
This may not be popular to say, but executive burnout is also an organizational leadership issue, not only a funding issue.
Supporting nonprofit leaders through mentorship, training, coaching, supervision, and meaningful time off is an investment in the long-term sustainability of organizations.
One final thought
Community organizations deserve adequate funding, lasting recognition, and a genuine seat at the table with government.
But I also believe this moment of mobilization presents a rare opportunity to honestly examine both what government must change and what we must change ourselves.
The community sector is exhausted.
But the community sector is still standing.
And that’s where everything begins.
Kim Fuller is the founder of Phil Inc., a Montreal-based consulting firm specializing in philanthropic development and nonprofit governance for more than 26 years.
