Michael McKnight
Michael McKnight is the dynamic CEO of United Way British Columbia. He has an illustrious history and an unparalleled vision for the future of the Nonprofit World and United Ways.
1. You have achieved a tremendous amount in your career thus far Michael. Please share the achievements that you cherish the most.
Having been a CEO for almost 30 years, that is a difficult question to answer – especially since everything we do in our sector is team focused. That said, leading the transformation of United Way in British Columbia has been a major highlight. United Way has a long history – more than 100 years in North America – as a “federated fundraiser” and funder to social services. Changes in North American society, the philanthropic landscape, and the workplace have brought United Way’s reason for being into question. Changing United Way of British Columbia’s purpose and the way we work with and in community, has been incredibly challenging and incredibly fulfilling at the same time.
2. You have trailblazed a new path for UWs across Canada through the mergers across BC. Tell us about your vision and how you actualized it in the past few years.
Yes, I do have a history of mergers in the charitable sector. During my time with Big Brother Big Sisters of Canada, we merged many of the local Big Brother and Big Sister agencies. I believe that they are stronger as a result. I will say my opinion on this isn’t necessarily popular, but I do believe that for charities to be sustainable and able to succeed with their mission, they need to have sufficient capacity and competency to deal with things like data analytics, data security, digital transformation, brand, Truth and Reconciliation, DEI, and other work that is expected of all organizations today. Smaller charities struggle to meet the increasingly complex issues charities face. Ingraining their mission into a larger entity will free them to focus on why they exist and allow the larger organization to deal with the administrative, strategic, and governance issues that inhibit smaller charities.
3. Change management is a complex process. What are some of the challenges you faced in the merger process? How have you overcome them?
Change is always a challenge for people. Few of us embrace it and a merger is all about change – for everyone. I think the biggest challenge in mergers in our sector is the inherent emotion that comes with giving up autonomy and authority. What I find most ironic is that there most often seems to be a lack of trust among board members and the staff of organizations who have relied on trust as a foundation of the programs they run. I have learned that we as leaders of charitable organizations need to be honest about how we can best service our clients, not protect our “turf”. If we can accomplish this, then the process of a merger can be so much smoother and ultimately better for our communities.
4. You have undertaken a major rebranding process for the UW with a focus on Community. How is that going and please share how this transformation is taking place with some examples please.
In my opinion, United Way needs to rethink its value proposition. The historic role of federated fundraiser is becoming obsolete for many reasons. After a slow decline in revenue, we at United Way BC decided that we could bring our financial resources together with our other assets to ensure that the most vulnerable in our province are supported. For us that means identifying gaps in service and testing solutions to the issues our communities face. An example for us is our commitment to responding to communities where evacuations occur due to natural disasters. Not only do we provide food, water, blankets, and other necessities to evacuees, but we also invest in mental health supports that many need when faced with the destruction of their property. Uniquely we often also hire a community member to assist with the rebuilding of sense of community when there has been extensive loss of infrastructure. For example, we still employ a community member from Litton, BC where almost 100% of community homes and infrastructure were lost to wildfire several years ago.
5. The Nonprofit/Charitable Sector is facing major resource issues-be it donations from individuals/attracting and retaining talent/volunteers. How do the leaders of the Sector need to change their thinking/efforts to thrive in the next 20-30 years? Are mergers and acquisitions a key component of the survival of the Sector?
Unfortunately, I do not think the situation is going to get better any time soon. In fact, it could get worse as government and individual debt hit critical levels. Consolidation of the sector will be inevitable. The most successful leaders in my opinion will be the ones that see this coming and can negotiate mergers in a strategic, not desperate manner. Finding the right partner and managing the change that comes with mergers is not easy. But a successful outcome should ensure the capacity and competency to meet the challenges faced by our sector today and into the future.
6.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?
In my experience, the media love positive, feel good stories about people. Stats are interesting but stories are the best. Package your stories in a way that makes it easy for media to see and share. Investing in digital story telling is essential for donor acquisition and retention as well building a positive profile through media.