The Social Enterprise Ecosystem project connects training, marketing, and impact measurement resources for social enterprises anywhere in Canada.
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Social Enterprise Grant Fund
S4ES delivers granting programs to support social enterprise development.
Impact Measurement tools
S4ES with partner Social Value Lab to create self assessment tools for social enterprises.
Communities
of Practice
S4ES will convene practitioners and intermediaries in social enterprise to problem solve and collaborate.
More details to come...
Why We Exist.
The Social Enterprise Ecosystem project is mandated to address five of the "Six Pillars of the Supportive Ecosystem for Social Enterprise", as determined by the Social Enterprise Council of Canada.
Blending business operations with social outcomes in social enterprises is tough - and is not the way traditional non-profits or for-profits operate. From early learning through business planning and into operations, social entrepreneurs need to learn these unique skills.
Social enterprises have limited options beyond traditional grant models and straight-forward loan arrangements. Forms of patient, investment-like, capital pools, investor tax credits, and innovative share-based SE incorporation models are needed.
MARKET OPPORTUNITIES
Organizations and the private sector need to maximize their buying from social enterprises. This requires marketing schemes, policies, procurement procedures, purchaser and supplier matching, and appropriate incentives to encourage a new supply chain management model.
We need to continue to measure and share the significant contribution that social enterprise does make in our communities. Appropriate research and measurement tools are needed to assess impact. And 'telling the social enterprise story' through communications.
Building the strength and impact of the social enterprise sector requires enhancing social capital and creating the opportunities for sharing learning, designs, and models, with a focus on peer-to-peer, government and private sector relationships.
