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SOCIALEnterprise

Nova Scotia

One Nova Scotia Coalition

November 27, 2014

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SOCIAL

ENTERPRISEorganizations that meet their social and environmental mission through the sale of goods and services and reinvest the majority of their surplus revenues back into their mission.

Where

Does

It

Fit

Who Does

It

Current

Impact

Collaborate

For

Success

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Needs and Wants

Non-profit Social Enterprise Small Business

Community

Needs

Customer

Wants

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The Enterprise Continuum

Traditional Nonprofit

Cause Marketing

and Business

Partnership

Social Enterprise

Social Purpose Business

CSR and Business Sustain-

ability

Traditional For-profit Business

Social

Purpose,

Social

Strategy

Social

Purpose,

Business

Strategy

Financial

Purpose,

Business

Strategy

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It’s About Mission and

Money...

Direct Social

Impact

High

Low

Low High

Financial Contribution

Traditional NonprofitProgram

Reduce/Divest

FundraisingStrategy

SocialEnterprise

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Where it Fits

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Current Impact of Social

Enterprise

Activity in Nova Scotia

• Create meaningful

jobs in all

communities

• Real social cost

savings to

government

• Improve quality of life for citizens

• A proven succession tool in rural communities

• Innovation

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The Math

2013 Survey sample 1170 organizations

• 232 responses - 20% response rate

• Total Revenue All Sources: $198 Million

• Total Revenue Sales: $127 Million

• Total Revenue Grants/Donations: $64 Million

• Surplus Revenue: $19 Million

• Total Jobs Created: 5630

• Total Fulltime Equivalents: 3000

• Wages: $83 Million

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The Future

Community Vitality: Strong, active and inclusive relationships between

residents, the private sector, public sector and social enterprise organizations.

Education: enhanced literacy and skill levels among Nova Scotians, particularly

among Nova Scotians with barriers to employment.

Healthy Population: enhanced physical, mental and social well-being of Nova

Scotians.

Living Standards: Increased job, food and housing security: a stronger, shared

and more forward-looking social safety net.

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Enhance the Nova Scotia

Social Enterprise Sector

Development Pillars

• Practitioner Skills Development

• Raise Awareness and Demonstrate

Value

• Access to Capital

• Facilitate Networking

• Expand Market Opportunities

• Legislation and Regulation

Collaborators

• Social Enterprises

• Enabling Organizations

• Government

• Private Corporations

First Steps

1. Equalize access to SME Programs

2. Create a collaborative structure for

ongoing co-creation of the sector (i.e.,

”The Scottish Model”)

3. Partner with Buy Social Canada on

social procurement

4. Improve existing Societies Act and

write regulations for CIC

5. Collaboration on Capacity Building and

Convening the S E Sector

6. Social finance development

• Resolve existing gaps in social

innovation investment

• Change order of security, and

expand vendors to better serve

rural areas