It is the end of an era. After 84 years of running Toronto’s annual shopping extravaganza, drawing thousands of bargain hunters from every corner of the city, the Hadassah-WIZO Bazaar has called it quits. A mainstay in the world of charitable events, a true fundraising giant and a tradition deeply rooted in history, the news understandably shocked and saddened many. Still others accepted the decision, deeming it a sign of the times.

Hadassah-WIZO, a women’s volunteer organization, is certainly no stranger to change. Founded in 1917 and committed to the support of health, social welfare and educational programs both in Canada and Israel, the organization has witnessed a natural ebb and flow in its 90-year-plus history, whether in membership numbers, fundraising success, or other areas. For an organization of its stature, with its diversity of members, charitable causes and fundraising channels, how could it not? But the bazaar was seemingly sacred and its story says as much about the changing fundraising landscape as it does the evolution of an organization re-establishing its voice and mission in the 21st century.

A history of fundraising

Aligned under the national Hadassah-WIZO umbrella, Toronto Hadassah-WIZO has over 44 active chapters with more than 2,500 members, ranging in age from 21 to 101. A grassroots organization from its inception until today, its greatest assets are the many volunteers who stream through chapter doors. “That’s how we’ve survived,” says president Marla Dan. It’s also a generational organization, with one generation building on the success and tireless shoulders of the one previous.

While the bazaar is certainly Hadassah-WIZO’s most celebrated event, many other fundraising activities fall under its purview, some organized by the central office, others by chapter members. As for the causes they fund, they run the gamut too, but focus on three main areas: children, healthcare and women. In Israel, for example, they support women’s shelters, crisis hotlines, daycare centres, vocational schools for disadvantaged youth, and emergency and trauma units of hospitals. Their work in Toronto, meanwhile, has grown recently, thanks to their strong association with city’s Sunnybrook Hospital.

Their multi-year commitment to the hospital during its capital campaign involved helping build an emergency trauma unit. With that project complete, they decided to stay connected, particularly in ways that underlined a sharing of goals. So, when approached with the proposal of funding a patient unit for the Women and Babies Program, it was a no-brainer. “We wanted to capitalize on something that we have together, not only healthcare, but women and children,” says Dan. “What better way to do that. We knew right away it made so much sense.”

Decisions, decisions

So with a strong local and international presence, various causes to support, a slew of fundraising opportunities, and a growing list of corporate sponsors and members, what sparked the bazaar’s demise? A number of things, actually. In fact, Dan and executive director, Laurie Siegel, were convinced of the event’s fate a few years back. The writing was on the wall, they say. “We could see a trend; we knew this had to come to an end, it was time,” says Siegel.

And so, armed with statistics, facts, demographics and other numbers, the women presented their position to a group of organizational representatives, as well as a few unbiased outsiders. According to fundraising consultant Harvey McKinnon, strategy sessions are essential to discern why an event is declining in success and what steps to take next. In particular, he adds, a SWOT analysis – examining the event’s strengths, weaknesses, opportunities and threats – is extremely helpful in these scenarios. As for Hadassah-WIZO, though emotions ran high, the results at their session were clear. “We listened, but once people removed emotion we really saw that it was time.” McKinnon is not surprised. “Most special events have a shelf life,” he says, “It’s part of the lifecycle.”

But why?

The 2002 change in the CRA rules definitely played a part in the decision. Told they could no longer give tax receipts for merchandise on one-day sales, the impact was drastic. “That was one of the main factors, absolutely,” affirms Siegel. Another important factor was demographics. The face of its membership was evolving and, along with it, their greatest asset: volunteers. Simply put, they weren’t getting the same numbers showing up at the event as in the past. “People go through lifecycles in the philanthropic world,” says Dan. Some younger volunteers have time but then get busy with school or raising children. As they and their children age, free time may increase but volunteers may now prefer writing a cheque to volunteering. “We understand that cycle and try to plan events to accommodate their needs,” she adds. “It’s really a matter of recognizing every volunteer’s strength, building and appreciating it.”

Then there was the challenge of engaging the younger generation, not always an easy feat. “It’s been documented that the younger generation wants to be more engaged and don’t want to wait 10 years to move up the ladder,” explains Siegel. “So we have to focus on their needs and on how to engage them.” And though that focus has always been there, now more than ever it’s become priority. Organizations need to be more savvy and sophisticated. “We know the young people are out there, we just have to find ways to get to them,” adds Siegel. “We’re slowly working on that, but the bazaar wasn’t the best way.”

As for the oldest of members, the bazaar organizers faced some difficulty on that front too. Though many remain devoted to the organization that played an integral part in their lives for so long, the physical demands of the event was taking a toll. “If I felt exhausted after working the one-day event and I’m young, how should older women feel?” asks Dan rhetorically.

Then there was the question of merchandising. Over the years, the bazaar relied on the generosity of donors who provided the event with products to sell. It was a model ahead of its times. “We’re the first ones to bring outlet designer shopping to multicultural communities in downtown Toronto,” says Siegel proudly. “But now there are dollar stores and everyone has their own outlet stores,” she adds, explaining the difficulty in maintaining the high quality of goods. Moreover, it seems people’s concept of what entails a viable donation has evolved too. Siegel recounts with disbelief how one particular donor gave the organization a single shoe. “At the beginning we had top quality merchandise,” echoes Dan. “To go from that to becoming a one-day indoor garage sale, we had to really ask ourselves: is that what we really want to be known for?”

A new beginning

The question is that much more significant in light of the organization’s recent attempt at rebranding, an initiative that began more than a year ago. “A one-day sale doesn’t speak to our mission,” states Siegel emphatically. “It’s not who we are.” But if the bazaar is not them, what is? “If you ask people where our money goes, they’ll say charity, maybe healthcare, but they haven’t really a clue of who we are and what we do,” says Siegel. That disconnect must be addressed, the women say. But how? Moreover, now that the big annual event is gone, what will replace it?

The organization is still in the midst of answering those questions but one thing is certain, they need to connect with the public and partner with another local organization. “The bazaar has shown us the importance of engaging with the local community and somehow we need to integrate that into whatever we do,” offers Siegel. They’re also hopeful the rebranding initiative will educate more people about who they are and their mission of funding children, healthcare and women.

Modern tools

The organization is also starting to take advantage of new technological tools. McKinnon agrees technology should be a priority and advises organizations to look at online transactions as well. “A lot of hugely successful events these days are driven by online sponsor pages, whereas a lot of the traditional events are having a harder time,” he explains. Dan and Siegel were especially impressed with a group of young members who used Facebook and e-vites to organize a first-time event, raising $2,000 in the process. Inspired, Hadassah-WIZO Toronto is toying with their own Facebook page.

Moreover, a more professional and savvy approach has helped secure greater corporate sponsorships. As a result, this past year was actually their most successful. They hope to keep the momentum going as they infuse a more sophisticated face into the institution. “We want to go after money very differently; things have to happen on a level that is more keeping with the trends of fundraising today,” says Siegel.

Of course, many of these changes would not have occurred without the current leadership. A self-described “change-agent president,” Dan, one of Hadassah-WIZO’s youngest, is building a reputation as a forward-thinker. Similarly, Siegel is a proponent of progress and evolution. At the same time, neither has lost respect for history. “But we know that in order for tradition to continue, for the organization to remain relevant, there has to be change,” concludes Dan.

Elisa Birnbaum is a freelance journalist, producer and communications consultant living in Toronto. She is also president of Elle Communications and can be reached at: info@ellecommunications.ca.

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