By Kathleen A. Provost, CFRE, MAdEd
As a professional fundraiser, I have always been fascinated with the factors and events that can shape the way professional fundraisers build relationships in our ever-evolving philanthropic sector.
There is one core factor of relationship building: trust. To understand how we build trust, we must look at the factors or events that can impact the way we interact with each other. For example, our perception of trust can be influenced by economic injustices or geopolitical factors of low tolerance and disrespect towards our fellow citizens.
To better understand how various factors influence our ability to trust each other, I consulted Bianca Freedman, CEO of Edelman Canada, an arm of Edelman’s global communications firm. For the past 25 years, Edelman has surveyed about 33,000 individuals annually and monitors world events to measure public trust. Out of Edelman’s research, they created the Trust Barometer to measure tensions between businesses, NGOS, and governments due to globalization. Its purpose is to assist businesses and organizations they partner with to evolve, promote and protect their brands and reputations by understanding trust dynamics, helping them build long-term relationships with the publics they serve.
Revelations from the Edelman Canada Trust Barometer
In March, Edelman Canada released their results of 25 years of surveying. For the philanthropic sector, they noted that having an increased sense of optimism can be transformational for building trust and building relationships. The report stated: “To overcome the lack of optimism felt today, or to overpower grievances, we needed to rebuild trust.”
Bianca noted that societal divisiveness and financial pressures were two key challenges in getting people to come together. Societal divisiveness, reinforced by media, makes it difficult for people to unite on important issues, resulting in a significant barrier to collective action and trust-building. Financial pressures, such as concerns about housing and basic needs, may lead people to focus on their own well-being rather than the greater good. This self-centred approach directly impacts the relationships we build, since the lack of trust can make it difficult for people to engage in philanthropic activities aimed at the greater good.
Moving from awareness to action
In the April 2025 edition of Philanthropist Journal, Canadian writer Tim Harper wrote, “In an election like no other, an anxious nonprofit sector meets its own ‘elbows up’ moment”. In this article, he quoted Jean-Marc Mangin, President and CEO of Philanthropic Foundations, who said: “We are facing a moment of existential crisis as a country, and philanthropy is part of that. We are moving from making sense of the moment to collective action… There is a real appetite to step up.”
I asked Bianca if the results seen in the Trust Barometer survey reflected the move from being aware of issues to acting. Her response was concern about whether businesses are motivated to address the rebuilding of trust and optimism, given the economic pressures and uncertainties they face. The survey did reveal solutions, which Bianca felt businesses could adopt, since they are solution-driven. Their concrete action could influence the public perception of business CEOs as well as the role corporations could play in rebuilding trust.
The survey also revealed examples such as employers retraining employees when jobs are lost to technology or artificial intelligence, and how businesses can partner with nonprofits to tackle significant issues like healthcare and housing — all of which can solve problems created by a lack of trust.
How nonprofits can take action and look forward with caution
The Trust Barometer states that “Leaders must align their values, beliefs, and behaviours consistently to reinforce trust” and that NGOs can act as a unifying force that brings people together; maybe even influence how we fight divisiveness. Bianca highlighted that for nonprofits to build business trust requires consistent actions aligned with an organization’s values. Short-term decisions that contradict shared values can erode trust. So, all leaders must ensure that their actions over time, consistently reflect their stated values.
Final thoughts
At first, the observations of the Trust Barometer made me angry. It exposed how society in general is fragmented and hostile. I questioned the role governments should play to rebuild trust; maybe by solving macro issues or avoiding divisive politics. I really wanted to better understand how “trust”, or lack thereof, informed our ability to build relationships. I wasn’t sure how genuine business values, or corporate giving could be a consideration to help restore trust.
However, my conversation with Bianca gave me hope!
Bianca acknowledged the need to tackle the current lack of optimism, whether it results from technological, geopolitical, or economic pressures. However, she also mentioned that in addition to the role businesses and governments play, communities are also a key factor in rebuilding trust. She said that rebuilding communities rekindles optimism, and by creating spaces and a sense of belonging for people to connect, we can foster trust.
The Trust Barometer recommends that leaders lead with competence and ethics. Bianca further noted that when these competencies find themselves in community leaders and in community initiatives, they play a significant role in rebuilding trust.
If we have optimism, we can rebuild trust, which is at the core of our ability to build relationships. Though I thought the findings of the Trust Barometer were grim, these findings only reflect our current status. Some of the key recommendations of the Trust Barometer gave me the hope in our ability rebuild the trust we have lost, which will lead to positive relationships for philanthropy, and society.
Kathleen A. Provost is the Vice President, Philanthropy and Communications at United for Literacy (previously Frontier College), a national organization working in partnerships with communities across Canada, offering free tutoring and mentoring to adults, youth, and children who are looking for literacy and numeracy support. Kathleen has over 30 years of experience in the charitable sector. She has been a Certified Fundraising Executive (CFRE) since 2007 and a long-time member and volunteer for the Association of Fundraising Professionals (AFP). She has received numerous recognitions during her career, including the Queen Elizabeth II Diamond Jubilee Medal for her contributions to the charitable sector and was recognized as 2021 Fundraiser of the Year in Nova Scotia. She writes this column exclusively for each issue of Foundation Magazine.
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