Margie Grant Walsh
1. Margie, you are a much awarded and lauded Canadian Leader with an incredible history of accomplishments. Please share a bit about yourself and the achievements that you cherish the most.
I have had the privilege of serving as Executive Director of Big Brothers Big Sisters of Pictou County for over three decades, working to ensure children and youth have the mentorship and support they need to reach their full potential. Throughout my career, I’ve been deeply honoured to receive recognition such as the Queen Elizabeth II Platinum Jubilee Medal, the King Charles III Coronation Medal, and Nova Scotia Women of Excellence — acknowledgements that I see as reflections of the collective efforts of our team and community rather than of me alone. What I cherish most, however, isn’t the awards but the hundreds of life-changing matches I’ve seen between Bigs and Littles, and the ripple effect those relationships create in families and communities. My greatest achievement was being a Big Sister to 4 young people who have all grown to thrive in their own lives. I can truly say that I have made a change in the landscape of young people which was my goal from a very young age.
2. What are the key challenges you have faced and how did you address them?
One of the key challenges has been sustaining and growing programs in a rural community with limited resources, while ensuring no child waits too long for the mentor they deserve. Everything from fund development challenges, recruitment of volunteers, navigating increased accountability and reporting requirements and balancing innovation with tradition.
The COVID‑19 pandemic amplified these challenges — isolation for youth increased, traditional fundraising was disrupted, and we had to quickly pivot to virtual and safe in‑person programming and all the barriers that went with it.
Over the past 30 years, I’ve also seen a shift in the realities and opportunities facing children and youth. While mental health and social pressures have become more visible, I’ve also seen young people become incredibly resilient, open to talking about their feelings, and eager to create change in their communities. Families are more willing to seek support, and there’s a stronger recognition of the power of mentorship. These trends have inspired us to evolve our programs, focus on building resilience and confidence, and continue offering spaces where youth can thrive.
3. You have been at the helm of Big Brothers Big Sisters and grown it exponentially. Please share the key milestones of the process that have been instrumental in your success. Are there any things you would do differently with the benefit of hindsight?
Over the years, some of the most significant milestones have been expanding our reach from a handful of matches to hundreds of children served annually, expanding into another community, introducing in‑school and group mentoring programs, a child safety program which I used nationwide and building strong community partnerships that have sustained us for decades. More recently, we’ve been part of launching the Integrated Youth Services initiative — one of the most impactful developments I’ve seen for youth in my career.
I often say I’m not great at any one thing, but I’m good at many — and that’s been instrumental in my success. I’ve learned that leadership isn’t about doing everything yourself, it’s about bringing together the right people. My greatest strength is surrounding myself with talented, skilled, and smart individuals who share a commitment to our mission. Together, we’ve built a team that complements one another, adapts to challenges, and achieves far more collectively than any of us could alone.
Looking back, I might have embraced change sooner. The needs of children and families evolve quickly, and earlier adoption of new approaches — like technology in mentoring and diversified fundraising — could have accelerated our growth. That said, every step, including the challenges, has shaped who we are today and positioned us to serve even more young people in the future.
4. The post Covid scenario for nonprofits in Canada has been less than optimistic, particularly for the small nonprofits in semi-rural and rural areas. What are some innovative options for the Sector to ensure that our Canadian communities continue to be served?
Post‑Covid, small nonprofits — especially in rural communities — have faced rising demand for services, reduced funding, and volunteer shortages. Yet this moment has also created opportunities for innovation. Collaborating across agencies to share resources, adopting hybrid program models that blend in‑person and virtual supports, and building partnerships with local businesses and municipalities have been key strategies for us.
We also need to shift the way people view ‘charities.’ Nonprofits aren’t just service providers — we are economic contributors, employers, and vital community builders. By diversifying fundraising, engaging youth and families in program design, and advocating for the value we bring to both social and economic well‑being, we can change this narrative. Above all, I believe we are stronger together: by working collectively rather than in silos, leveraging technology, and speaking with a united voice, we can ensure Canadian communities continue to be served and supported.
To succeed in the future, we must be willing to embrace change and stay flexible as community needs evolve. That means looking beyond the boundaries of our traditional mission — finding innovative ways to serve, collaborate, and respond to emerging challenges while staying true to our core purpose of supporting youth.
5. The Nonprofit Sector has struggled to be recognized by Canadians as an economic as well as a social force contributing to their well-being. Many of us have endeavoured to motivate print and digital media to spotlight the vast Sector and its achievements, with limited success. How do we motivate varied media to profile our Sector and the stories of our heroic frontliners pro bono?
Changing the narrative starts with reframing how we present our work. Nonprofits are not only social supports — we are major employers, economic drivers, and innovation hubs in our communities. To motivate media, we need to consistently link our stories to broader issues Canadians care about — mental health, youth success, economic resilience — and show the measurable impact we have.
Changing the narrative starts with reframing how we present our work. Nonprofits are not only social supports — we are major employers, economic drivers, and innovation hubs in our communities. At Big Brothers Big Sisters, for example, our mentoring programs not only support youth directly but also address broader issues like mental health, school engagement, and community safety — outcomes that benefit the entire region. Our long‑running events, like the Dinner Theatre and Big Bucks lottery, don’t just raise funds; they bring people together and stimulate local economies.
We also frequently step in to provide services beyond our core mission as trends and needs change — from responding to youth mental health crises to participating in the new Integrated Youth Services initiative at the request of government. This demonstrates the trust placed in us, but it also shows the need to better educate both the public and government about the breadth of what nonprofits deliver.
To motivate media to profile our sector and frontline heroes, we must link our stories to pressing national conversations, offer compelling human narratives supported by data, and invite journalists to see our impact firsthand. By uniting as a sector and speaking with a collective voice, we can shift perception from charity to essential service — vital to both social and economic well‑being.