1 The Social Enterprise Model and Employment Presented by: Anne Jamieson, Senior Manager Toronto Enterprise Fund ext. 513,

2 Funding Partnership of: United Way Toronto City of Toronto Ontario Ministry of Community & Social Services Homelessness Partnership Strategy, a federal program administered by the City of Toronto Goal: To be a leader in supporting the development and sustainability of social purpose enterprises that result in improved community involvement, economic participation, and quality of life for people who are socially marginalized. Toronto Enterprise Fund

3 Grants: –Seed funding grants for new enterprises –Annual operating grants for existing enterprises Business development support –Workshops –Coaching and consulting –Technical assistance –Online resources, materials & tools –Social Enterprise Toronto (SET) network Research, evaluation and publications –Business of Inclusion (2004) –Doing Well While Doing Good (2008) –Coming soon: TEF Learnings (2013) What TEF does

4 A social enterprise is: a business operated by a non-profit selling goods or services in the market place for the dual purpose of  generating income and  achieving social, cultural and/or environmental value What is a Social Enterprise?

5 TEF’s Social Enterprises Provide permanent connections to the labour market for marginalized populations through: 1.Permanent jobs in parallel businesses 2.Transitional jobs in linking businesses 3.Self-employment

6 TEF’s Portfolio Enterprise BusinessTarget GroupType Delightfully YoursCateringNewcomer womenTransitional Hawthorne Food & DrinkRestaurantNewcomersTransitional FreeGeekTorontoComputer recycling Psychiatric consumer/survivors Permanent Friends’ CateringCateringHomeless/at riskTransitional Furniture Link Furniture pick-up & delivery Homeless/at riskPermanent Haween EnterprisesTextile manufacturingNewcomer women Transitional Self-employment Inspirations StudiosArts & craftsWomen Permanent Self-employment Interpreter Services Toronto Interpretation & translationNewcomer women Permanent Self-employment Out of This World CaféCafé & catering Psychiatric consumer/survivors Permanent Parkdale Green Thumb Enterprises Horticultural maintenance Psychiatric consumer/survivors. Permanent Phoenix Print ShopPrintingYouthTransitional The Silver BrushPainting Psychiatric consumer /survivors Permanent Windfall BridesBridal boutiqueLow incomeTransitional

7 TEF’s Seed Funded Enterprises EnterpriseBusinessTarget GroupType 2013 SEED FUNDING: BlackBoard MarketingMarketing agencyYouthTransitional Carefirst CleaningResidential cleaning NewcomersTransitional Switchback CyclesBicycle retail shop Street-involved people Permanent ALUMNI: St. John's BakeryBakeryhomeless/at riskPermanent

total grants $828, enterprises: $2.5 million in sales, $1 million in wages to participants 6 enterprises => 100% business cost recovery 2,400 participants since 2000; 324 in % earned employment income in 2012 ability to pay bills quadruples over 6 months 66% connected to permanent employment 35% improved their housing (since 2000, 42%) 80%+ better health, food security, self-confidence, and connections to community TEF’s Statistics

9 TEF’s Statistics - Housing 5%On the streets 24%In a shelter or transitional housing 17%In temporary, unsuitable or overcrowded housing 3%In hospital or prison 36%At risk of homelessness 15%Other Since Jan 2009: 3%Moved off the streets 11%Moved from shelters/transitional to independent 17%Moved to better conditions 10%Reduced % income paid on rent from >50% to <50% 13%Made other housing improvements

10 Four Key Considerations 1.Social enterprise is unlikely to free a nonprofit from all other types of revenue 2.Launching and running a social enterprise is as risky as launching and running a business 3.Social enterprise demands skill sets that a typical nonprofit may not have 4.Social enterprise has the added challenge of managing both mission and margin

11 1.Business activities fitting organizational culture 2.Knowing the industry 3.Treating the enterprise as a business 4.Hiring the right people 5.Setting realistic expectations 6.Improving financial literacy Key Success Factors

12 The broader context Advocacy work: Enhancing business skills Expanding markets Increasing access to capital Raising awareness and demonstrating impact Creating a supportive legislative framework