Nonprofit leaders and board members face a familiar challenge: securing funding in today’s competitive environment feels like an uphill battle. To achieve long-term sustainability and maximize your organization’s impact, innovative strategies that go beyond traditional fundraising are essential.

For organizations considering social enterprise development as a way to bring in new revenue while supporting their mission and objectives, business acquisition can be a powerful solution. This article explores the benefits of this new approach and outlines a clear, six-step process as a pathway to successful acquisition for nonprofits.

The Case for Consideration

While most nonprofits pursue the startup pathway when considering social enterprise development, purchasing an existing business and transforming it into a social enterprise can often present a more efficient and viable alternative.

Ask yourself: “What type of business would my organization ideally own or operate?” Many social enterprises run by nonprofits resemble existing businesses—cafes, grocery stores, laundromats, and more. If your idea aligns with a traditional business model or if you’re looking to create an additional revenue stream, consider buying a business instead of starting from scratch.

Acquisition vs. Startup: Weighing the Pros

Starting from scratch is risky and requires significant planning, resources, and time to become profitable. Acquiring an established business reduces these risks because you inherit an existing customer base, revenue streams, and operational systems.

Challenges and Considerations

While acquisition offers significant benefits, it also presents challenges. Nonprofits need to secure sufficient upfront capital, manage cultural integration, and dedicate time to due diligence. However, careful planning, thorough assessment, and strategic investment can mitigate these challenges.

Business acquisition as a pathway to social enterprise is a complex but rewarding strategy that requires long-term commitment, dedicated resources, and a willingness to adapt. Legal and governance considerations are crucial, as social enterprises can take various forms depending on regional regulations. Understanding these nuances will help organizations navigate the acquisition process more effectively.

The Six-Step Acquisition Process

Acquiring an existing enterprise might seem daunting, but this six-step process from our Thriving Non-Profits Learning Lab course on social enterprise acquisition and accompanying workbook simplifies this complex journey into a manageable and achievable opportunity:

  1. Plan: Planning is a critical first step, where nonprofits lay the groundwork for a successful business acquisition and transition. In this step, organizations create a detailed roadmap outlining their acquisition goals, ensuring alignment with their mission, objectives, and values. It involves evaluating internal capacity, securing buy-in from the Board and staff, and conducting a thorough risk assessment to anticipate potential challenges. 

    Through careful planning, nonprofits can set clear objectives and strategies, ensuring that the acquisition supports both financial resilience and their mission and objectives. Thoughtful preparation in this step helps minimize risks and positions the organization and the acquisition for long-term success.
     
  2. Search: Once planning is complete, nonprofits actively seek out the right business to purchase. During this phase, organizations focus on identifying potential businesses that align with their mission, objectives, and values.

    This involves setting clear criteria for the type of business they want to acquire, and includes conducting market research, networking with business brokers, and leveraging community connections to find opportunities. 
     
  3. Assess: Onceapotential business has been identified, a thorough assessment is required to ensure the acquired enterprise not only complements the nonprofit’s mission but also has the potential to grow sustainably and generate revenue. 

    This step involves performing due diligence, including reviewing financial documents, assessing the business’s operational health, and understanding its market position. It’s important to identify any risks or red flags and ensure the acquisition is a sound investment that will support both an organization’s financial resilience and desired community outcomes.
     
  4. Invest: When the assessment is complete, it’s time to invest. This means securing the necessary financial resources to make the purchase and transition the business. 

    This step involves exploring the right financing options, which may include loans, grants, or a mix of traditional and non-traditional funding sources. Creating a solid financial plan that covers both the purchase cost and the capital required for the business’s initial operation and growth is essential for ensuring the ability to not only acquire the business but also to sustain and scale it over time.
     
  5. Launch: Once the purchase is completed, the nonprofit officially takes ownership of the acquired business and begins its operations as a social enterprise. This phase focuses on executing a well-prepared transition plan, ensuring that both the organization and business staff are aligned with the new goals and mission. This step is critical for ensuring a smooth transition, building momentum, and positioning the enterprise for early success, growth, and long-term sustainability.
     
  6. Sustain: The final step in the acquisition process is about ensuring the long-term success and growth of the newly acquired social enterprise. In this step, nonprofits focus on refining operations, monitoring financial performance, and aligning the business with their mission and objectives. 

    It involves setting up systems to track revenue, improve efficiency, and measure impact. This step also emphasizes adapting to market changes and leveraging the business’s success to strengthen the organization’s overall financial stability and ability to support its mission and objectives. With sustainable growth, nonprofits can ensure that their social enterprise continues to generate revenue and expand its impact over time.

Social Enterprise Acquisition for Your Organization 

If you’re interested in learning more about whether this approach might work for your nonprofit’s social enterprise goals, our online course on business acquisition for nonprofits is a great place to start. The course has been designed specifically for organizations that are interested in exploring business acquisition as a pathway to social enterprise development.

Quick course Highlights:

  • FREE First Module: Try the first module for FREE to determine if business acquisition is the right fit for your nonprofit’s capacity, mission, and objectives.
  • Step-by-Step Guidance: Get a clear roadmap for business acquisition from planning to sustaining your social enterprise.
  • Practical Tools: Utilize the accompanying workbook, checklists, exercises, and templates to facilitate each stage of the acquisition process.
  • Real-World Examples: Learn from case studies and examples of successful social enterprise acquisitions.
  • Expert Guidance: Includes three months of FREE access to the Thriving Non-Profits Community, where you can connect with peers, share resources, and get ongoing support from program coaches and experts.

Embrace new strategies to create financial sustainability and increased impact with Thriving Non-Profits Learning Lab courses. Start your journey today and get access to the knowledge, tools, and support you need to create the impact you want to see. Visit Thriving Non-Profits Learning Lab to learn more.

The original version of this article appeared on the Thriving Non-Profits website.

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At this moment in Canadian, global and human history, we need transformational change. To meet this moment, we have been working at the Canadian CED Network to develop systems of shared leadership and decision making and are reviewing our strategies and our Theory of Change. 

In this same spirit of transformation, Mike Toye has made the courageous decision to step aside as Executive Director, opening the role to new leadership. We extend our deepest gratitude to Mike for his vision and dedication. His decision reflects the essence of transformative leadership—his willingness to create space for others, even when it means stepping aside himself. Mike exemplifies the leadership we need in this era: bold, selfless, and deeply committed to collective progress.

We are excited to welcome Celina Caesar-Chavannes into the team! This change alone is not some magic panacea. The real change is in all of us as a collective. I know that Celina is looking forward to working with all of us, members, staff, and the broader Canadian public, towards the transformational change of sustainable, equitable, and inclusive communities directing their own futures.

~ Matthew Thompson, Director of Engagement, on behalf of the staff of CCEDNet


Victor Beausoleil

25 phenomenal years of leadership and community economic development have brought us to another remarkable milestone. I extend my deep gratitude towards the brilliant CCEDNet staff, board and national membership for the privilege to serve alongside you all and the honour to welcome our incoming Executive Director Celina Caesar-Chavannes. 

I have shared this before and I reinforce that the future of community economic development is anti-racist, feminist, anti-oppressive and honours mother earth. Our collective work must be informed and shaped by the unique realities of life in Canada and the intersectional and interconnected worldviews, values systems, ways of knowing, and life-affirming practices that cultivate a healthy relationship with our planet. Essentially, we must promote the language and practice of liberation to serve the relevant, responsive and practical purposes of supporting Canadians in every sphere of struggle.

Our collective work in a coordinated manner must reject, refute and rebut extractive economic models, and colonial ownership frameworks throughout our nation. We must continue to strengthen community capacity and support communities of practice that are rooted in regenerative and sustainable values that are easily utilized and accessible. I am certain that our new Executive Director Celina Caesar-Chavannes will advance our collective work and responsibility.

~ Victor Beausoleil, Board President, on behalf of the board of CCEDNet


Celina Caesar-Chavannes

This is a pivotal leadership moment for CCEDNet—a time to focus on advancing leadership within the community economic development space and to seize the opportunities before us. Building on Mike Toye’s legacy of courage and shared leadership, we are poised to strengthen our impact and reimagine what’s possible for sustainable, equitable, and inclusive communities – leaving no one behind. I am inspired to work with all of you—members, staff, and partners—to collectively shape the future of CED both domestically here in Canada, and abroad.

Having previously collaborated with CCEDNet on several critical initiatives, including the development of strategic documents and successfully securing high-level government meetings with the Prime Minister’s Office (PMO) and other senior officials, I have developed a deep understanding of the organization’s mission, challenges, and the incredible impact it has on communities across Canada.

My history with CCEDNet has provided me with a unique perspective on the importance of community economic development in fostering equitable and sustainable local economies. As someone who thrives in guiding teams through change, I am particularly drawn to this opportunity to support CCEDNet in navigating its current financial challenges and setting a renewed strategic direction.

My vision focuses on four points:

  • Strategic Leadership: I will support the team in developing a forward-thinking strategic plan that sets clear short- and long-term objectives, ensuring CCEDNet continues to thrive.
  • Revenue Strategy: I will oversee the development of a robust fundraising and revenue generation strategy to establish a sustainable financial foundation for CCEDNet’s future.
  • Community Relations & Advocacy: I am passionate about building and nurturing relationships with government agencies, donors, and community partners.
  • People Operations & Program Management: I will work with the leadership team to develop policies and strategies that support staff retention, professional development, and the successful execution of CCEDNet’s programs.

I look forward to working with you all!

~ Celina Caesar-Chavannes, Executive Director of CCEDNet

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Check out the Manitoba region newsletter for November 2024 here.

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Staff and members of the Canadian CED Network join family and friends of Ethel Côté in mourning the passing of this incredible woman who dedicated her life to building and promoting the social solidarity economy and the Francophonie in Canada and around the world.

Ethel was a longtime member of CCEDNet. Alongside terms on our board, governance committee, and policy council, she chaired our International Committee for many years, representing CCEDNet on the board of the Intercontinental Network for the Promotion of the Social Solidarity Economy (RIPESS) from 2005 to 2009. As part of this role, she, alongside Yvon Poirier, introduced three resolutions at the 2008 CCEDNet AGM on Kyoto Protocol, Civil Society and Aid Effectiveness, and Make Poverty History. This was just a part of Ethel’s overall activity supporting global advancement of the social solidarity economy, which included attending events such as the World Human Rights Forum, the Quartiers du Monde International Conference, the Centre de la francophonie des Amériques, and the Social Enterprise World Forum.

Here in Canada, Ethel was particularly active in the province of Ontario. She worked with countless organizations, sometimes through employment or as a contractor, but often also providing pro bono support to small businesses and nonprofits. Ethel was the first Executive Director for longtime member Impact ON (previously le Conseil de la Coopération de l’Ontario) and an instrumental early member of the Ontario Social Economy Roundtable. For her work in the province Ethel was recognized with the Order of Ontario.

Ethel also contributed to the advancement of the Social Solidarity Economy throughout Canada, including through her participation in CCEDNet’s national events like EconoUs, in which she contributed her excellent speaking and facilitation skills as an MC and keynote speaker. She lent her expertise in social enterprise development to a number of different organizations including MecenESS and Entreprise sociale canada (both of which she founded), the Social Enterprise Council of Canada (of which she was a co-founding member), Innoweave and the Canadian Centre for Community Renewal, among many others.

Ethel’s strong commitment to feminism and women’s economic empowerment was also prominent in her work. This also included active membership and participation with the Women’s Economic Council. Because of her work on this front, she was selected as the 2015 Champion of Women’s Economic Empowerment by UN Women.  

Ethel was a mentor and model for many wanting to make a positive change in their communities and their economies. Her legacy will continue through the relationships she forged and the work she accomplished. She will be sorely missed.

Further reflections on Ethel Côté’s impact and legacy:

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Reflecting on CCEDNet’s Regional Initiatives Program

This is Part 6 of our Ecosystem Building Blog Series.

part 1) Pan Atlantic
part 2) Saskatchewan
part 3) Ontario
part 4) Newfoundland and Labrador – 1
part 5) Newfoundland and Labrador – 2
part 6) Manitoba

Ecosystem building is a core focus of CCEDNet’s Regional Initiatives Program.

Reflecting on CCEDNet’s
Regional Initiatives Program

Author:
Sarah Leeson-Klym, Associate Director 
 

Blog Summary

Read this if you are: 

  • Questioning what ‘ecosystem building’ offers as a frame for action.
  • Curious about what CCEDNet learned through the Regional Initiatives program
  • Struggling to navigate the tensions of working at both local and large scales.

Near the end of the recent Regional Initiatives Program, we reflected on what we were learning. This reflection is mine but incorporates input from Melissa Sinfield (Regional Initiatives Manager) and Mike Toye (Executive Director) as well as themes throughout the rest of the Ecosystem Blog Series. On a personal note, I am so grateful to have worked with Mel on this program. We navigated a challenging time frame and complex environment together and their contributions were incredibly valuable. Thank you!

To learn more about ecosystem building projects and approaches that have been supported by CCEDNet check out our Regional Initiatives Program.


Reflecting on CCEDNet’s Regional Initiatives Program

CCEDNet’s most recent foray into regional ecosystem development can be traced back to two key moments – the launch of Inclusive Innovation and our first Investment Readiness Program project. 

Despite being a national network, we have always had an interest in the regional scale because local action is at the heart of community economic development and these activities are often funded and regulated by provincial governments. I have sometimes considered this the work of building economies-of-network, as opposed to economies of scale. CCEDNet-Manitoba has become a sustained leader in this kind of regional ecosystem development, but otherwise we have seldom found support for a broad, connected approach to supporting relevant social economy action at this scale. So, of course we jumped at the chance to bring the network to the emerging Social Innovation and Social Finance Strategy opportunities, leading to our support of Flourish Alberta and the Regional Initiatives Program.

[W]e have always had an interest in the regional scale because local action is at the heart of community economic development…

[T]he field is always changing and the ideas, terms, and frameworks being used are fluid and contested.

One observation that is consistent over the resulting 5 years of work is that the field is always changing and the ideas, terms, and frameworks being used are fluid and contested. This is reflected in our practice. Some of the regional initiatives we’ve worked on have been directly organized as hubs of the CCEDNet membership. Others are partnerships with a mix of members and others and focus more on a frame of ecosystem building for social innovation, CED, or social economy. And, some have been direct projects delivered at a regional scale, like the Atlantic Social Succession Project aimed at supporting retiring businesses across the 4 Atlantic provinces to convert to social enterprises or co-operatives. 

In the most recent Regional Initiatives project, we emphasized ecosystem building for social innovation and CED at provincial or pan-provincial scales and hosted an open intake. We were flooded with applications – 117 representing over 5 times the volume of funds available! From that huge response, we painstakingly selected 6 projects to complement CCEDNet-Manitoba and Flourish Alberta. 

The application process itself was rich with learning about the diversity of perspectives and collaborative work taking place across the field. While ‘ecosystem building’ has gained steam as the predominant terminology for our work within the federal government’s strategy, it was clear this means a myriad of different things on the ground. Even what is meant by a ‘regional’ scale differs – with some provinces using this to describe a municipal level and others thinking about collaboration across multiple provinces with similar concerns. But setting these observations aside, there is clear interest and need for resources to work collaboratively at this middle scale between front-line and federal.

While ‘ecosystem building’ has gained steam as the predominant terminology… it was clear this means a myriad of different things on the ground.

If this work interests you, read the whole blog series! There are incredible insights and successes to learn from throughout. We benefited from our partners’ bright minds and willingness to meet together over the course of the project to share with each other. So, to wrap up these blogs, we’ve drawn together some overarching insights that will help us build towards future regional organizing efforts. 

  • Despite some confusion about the language, ecosystems are all around us and this framework can help us organize effort.  Being aware of the overlapping systems and factors that inhibit or enable change is an essential first step to shifting practices towards the outcomes we seek.  This article is a good introduction.  As mentioned in this blog, it can be seen as a collaborative response to systemic problems.  There are many examples of the range of functions needed to create viable social innovation and social finance ecosystems, such as the Inclusive Innovation report, the OECD Recommendation on the social and solidarity economy and social innovation, and the UN Resolution supporting the social and solidarity economy. 
  • Despite the challenges involved, we remain sure that the regional/provincial level of organizing is effective for ecosystem functions related to capacity building and information sharing (making consistent connection easier), and policy change efforts directed at provincial governments, which hold more relevant levers than the federal government. This work is important. 
  • We still aren’t sure how to connect different regional efforts for translocal learning or to build collective capacity and power to influence policy and the economy at a national scale. Maintaining needed local autonomy while also integrating federally is a perennial organizing conundrum.
  • Local leadership and investment is essential.  This isn’t about imposing top-down strategies from away.  It’s an approach to change that has demonstrated success, and requires strong, engaged, accountable local leadership to implement at provincial levels. 
  • This work requires real resources that aren’t premised on project deliverables, instead providing a stable base for relationship building, collective reflection, experimentation, and routine convening of practitioners and supporters to inform strategy. Currently, this kind of funding is significantly lacking across the country.

We are inspired by the efforts of our regional partners and grateful to have had time to connect beyond our sustained efforts in Manitoba and Alberta. CCEDNet will be bringing these lessons into our Strategic Review as we focus our efforts on the next 25 years of connecting people and ideas for economic action towards inclusive, equitable, and sustainable communities.

Ecosystem Blog Series:

Blog 1) Pan-Atlantic
Ecosystem Building
Blog 2) Saskatchewan
“On the Cusp of Change”
Blog 3) Ontario
Weaving Together…
Blog 4) NL – Creating Luck
Blog 5) NL – “Can’t Quantify Relationships
Blog 6) MB – Building a Community Economy Ecosystem

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Sarah Leeson-Klym

Sarah is currently CCEDNet’s Associate Director, supporting the organization through leadership transition and a Strategic Review. Before this role, she was our director for Regional & Strategic Initiatives. Get in touch if you want to find out more at

Sarah Leeson-Klym

While traditional nonprofit fundraising plays a crucial role, it may not be enough to address the complex challenges faced by charities today. This article explores five new nonprofit revenue generation strategies to create financial sustainability and support your programs, teams, and mission.

The Need for Change in Nonprofit Fundraising

The nonprofit sector is the backbone of many communities, providing essential services and supporting vulnerable populations. However, increasing demand for services, diminishing core funding, and a heavy reliance on traditional nonprofit fundraising strategies are putting a strain on these crucial organizations.

Shifting the Fundraising Mindset

To achieve long-term sustainability and realize their long-term impact goals, nonprofits need to embrace new thinking and move beyond the limitations of traditional fundraising. This means exploring alternative revenue streams that complement, not replace, their existing fundraising efforts.

5 New Revenue Strategies for Nonprofits to Move Beyond Traditional Fundraising

  1. Fee-for-Service: You can offer valuable programs and services for a fee, ensuring program accessibility for those who need it most while generating income to support your mission. This approach can help organizations lessen their dependence on traditional fundraising methods.
  2. Social Enterprise: Establish a social enterprise that sells goods or services to generate unrestricted revenue while furthering your mission. This approach allows you to diversify your income streams and reach new audiences, all while staying true to your core objectives.
  3. Asset Optimization: Maximize the value of your existing assets, for example, by renting out existing space when not in use. This allows you to generate additional income and reduces dependence on traditional fundraising. By strategically utilizing your assets, you can free up resources for your core mission and programs.
  4. Win-Win Partnerships: Collaborate with funders and corporations with shared values to achieve common goals and leverage their resources. Strategic partnerships can provide access to new funding streams and networks. Look for partners who can amplify your mission and impact.
  5. Leverage: Consider how your organization’s operations, employment practices, purchasing, banking, and investments can align with your mission and support the nonprofit sector as a whole. By making choices that prioritize social and environmental good alongside financial considerations, you can create a ripple effect of positive change.

By adopting these strategies, your nonprofit can move beyond the limitations of traditional fundraising and unlock the resources needed to deliver impactful services, create positive change, and create a more sustainable financial future.

Learn More About Revenue Diversification With Our Free Course

Ready to expand your understanding of culture, risk, and money in a nonprofit? Learn about these strategies and more with our free course: Revenue Diversification: What’s Possible for Nonprofits and Charities.   

Are you a funder or partner interested in bringing Thriving Non-Profits to your region? We want to hear from you! Reach out to us at .

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Check out the Manitoba region newsletter for September 2024 here.

Get the newsletter in your inbox! Subscribe and click Manitoba CED Bulletins

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In May 2024 we announced the upcoming departure of our Executive Director of the past 16 years, Michael Toye, followed by a call for proposals from recruitment firms to help us find someone new to step into the top leadership position at the Canadian CED Network. The Board of Directors and members of CCEDNet’s Leadership Team reviewed the recruitment proposals and selected Evenings + Weekends, a full service consultancy based in Toronto that is “committed to advancing equity, justice and social change through ongoing collaboration with community, non-profit organizations, grassroots groups, charities, activists, academics and local leaders.”

Thanks to Evenings + Weekends engagement and support we are happy to now share the job posting for CCEDNet’s next Executive Director and encourage all interested to apply.

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The Gathering 2024 will happen on Friday, October 25

Attendees at the Gathering 2023

With our strong sense of collaboration and our deep rooted networks, The Gathering is a day to better connect people and ideas for Collective Action to move forward together.

Across Manitoba, people like you are working together to strengthen communities and build local economies that benefit everyone. Together, we are taking collective action to create more inclusive, equitable, and sustainable communities.

Join in the learning opportunities of the 22nd edition of the Gathering that will explore Collective Action for Community Economic Development. Participants will benefit from peer learning, networking, and sharing successes and challenges of community building work.

Together, we’ll explore important questions like: 

  • How do we work across differences to do collective change work?
  • How can we work collectively to witness true economic reconciliation?
  • How do we better advocate for systemic change and government action?

Join us for the Gathering 2024 – Growing & Harvesting Collective Action – a one-of-a-kind annual event for Manitoba community builders!

Find more information at thegatheringmanitoba.ca

Here are some suggestions from programming proposals: 
(generally about 1 – 1.25 hours for programming, unless noted)

  • Storytelling through fireside chats, panels, Q&A: sharing stories of success, challenges, learning and growth, celebrating work and innovation
  • Skills and tools through workshops, presentations: teaching others about specific tools, techniques, and resources that will support their community work
  • Theory and concepts through interactive discussions, circles, panels: teaching others about core concepts and theories that relate to CED or the work of community-based organizations, including interrogating the questions posed in the event description
  • Creative or community building activities: creative activities to cultivate joy throughout the event, community building or cultural activities, movement-based or mental health-focused activities, or sessions involving music or arts (variable time length)

We will happily work with you on finessing your proposal to meet the event objectives and to deliver an engaging session.


Learn more about the Gathering by visiting the Gathering 2023 website and check out this video from the Gathering 2022. 

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Marlis Funk

As Manitoba Events and Engagement Coordinator, Marlis contributes directly to the Network Weaving and Manitoba Learns program areas of our Manitoba regional network, and supports engagement among members and the broader CED sector. Marlis plans CCEDNet events and creates learning and networking opportunities that bring people together.

The Sustainable Finance Forum at the Shaw Centre was a two-day event on November 1-2, 2023, and included 18 sessions, over 100 speakers including leaders in social finance and sustainable finance, and more than 600 participants, including parliamentarians from across the political spectrum.

It was an opportunity for investment leaders and entrepreneurs across Canada:

  • to showcase the power of sustainable finance in addressing key challenges faced by Canadians,
  • to provide updates on significant milestones on the development of essential financial infrastructure,
  • to profile the creation of new financial tools and products,
  • to make parliamentarians aware of the challenges faced by practitioners, and
  • to identify opportunities for the Federal Government to further support the progress of sustainable finance in Canada.

This report represents a summary of the many sessions and discussions that were had at the Sustainable Finance Forum and outlines key recommendations for consideration by parliamentarians as they work together to build the economy that meets the challenges of today and prepares us for tomorrow, a sustainable economy, one that protects our people and our planet.

Contents

  • The Power of Finance
  • International Reconstruction and Development
  • Financing the Circular Economy
  • Tracking Policy Progress and Data
  • The Cost of Inaction
  • Innovations in Sustainable Procurement
  • Investing in Sustainable Food Systems
  • Policy Changes for Greening Finance
  • Sustainable Finance
  • Indigenous Social Economy and Reconciliation
  • Marginalized Communities and Sustainable Finance
  • Affordable Housing: Breaking New Ground
  • The Landscape of Social Finance
  • Policy Changes for a More Inclusive, Sustainable Financial System
  • Impact Measurement and the Sustainable Development Goals
  • Accelerating Implementation

The Sustainable Finance Forum builds on the Social Innovation and Social Finance Strategy, a roadmap to support innovative solutions that find new ways to help communities tackle their most complex and persistent social issues.

Sustainable Finance Forum 2023 Highlights


Sustainable Finance Forum 2023 Full Report

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Susanna Redekop

Susanna Redekop is the Project Manager for the Sustainable Finance Forum on behalf of CCEDNet.  The Sustainable Finance Forum returns to the Shaw Centre in Ottawa on November 28th-29th 2024, bringing together thought leaders, policymakers, and innovators at Canada’s premier event on sustainable finance. 

Recently, Violeta Manoukian, Founder and CEO of Collaboration Works International in Nova Scotia, sat down for an interview with Robert Cervelli, Senior Advisor and Co-Founder of the Centre for Local Prosperity, to discuss their new model of economic development and climate readiness as well as the 2023 creation of the Atlantic Food Action Coalition which is working regionally for stronger food systems. Here is transcript from this interview.

Violeta Manoukian: Bob. Could you just briefly talk about the Center for Local Prosperity, what’s its focus or its mandate?

Robert Cervelli: I’m glad to give you some background on Center for Local Prosperity. We’re 10 years old this summer. I’m one of the co-founders along with Gregory Heming, who was a municipal counselor for six years in Annapolis Royal.

We are a charitable organization. Our mandate extends through the four Atlantic Canadian provinces. And if I was to give you an elevator pitch on what we do, we work at the intersection between climate readiness and relocalizing economies for small, rural and local communities.

And we pick the words ‘climate readiness’ specifically because it focuses on adaptation, getting ready for the multiplicity of changes that are coming our way, not just from climate, but from all of the other issues around destabilization of our way of life.

And then that intersects with relocalizing economies, communities being able to do a better job of looking after their basic needs and capturing wealth in their communities.

And when you do one of those, climate readiness or relocalization, they’re perfectly synergistic, one reinforces the other and it builds resilience.

So what the Center does is we convene large regional conferences, we’ve done three of those so far: two around localized economics, one around localizing food systems.

We’ve done two studies on import replacement and government local procurement, and we advise small rural and local communities and municipalities.

VM: Very meaningful work. So could you talk a little bit more about what’s the importance of local economies in your view?

BC: Thank you for asking that. We live in a day and age where there’s a fork in the road for everything that happens.

I refer to this at both the domestic level, the neighborhood level, and the community level, even the provincial level. To focus on the community level, it comes down to the fact that we live in an era of globalization where there’s centralized forces, both corporate and government, that are gaining more control for managing things centrally. This removes our ability to make autonomous choices from the local level. So that’s one fork in the road – dependency on those centralized systems.

The other fork in the road is what builds local empowerment, local engagement, and local agency for the future within those local communities. Municipalities, for example, have that choice. What builds greater dependency on centralized systems? Or, what builds greater local agency for their community?

And that’s really, I think, the choice or the fork in the road these days for most any decision.

Also important is the work that we do, particularly around local economies, to capture wealth, to build on the allegiance of place that people have for their community. People care about their children. They care about their elderly. Everyone wants to look after each other. And there’s ways of capturing that social capital and that financial capital within a community.

There’s five elements I could list. One of them begins with government’s degree of local procurement. There’s usually anchor institutions in many communities, public sector entities that spend a lot of money every year, and they could spend a greater portion of that locally.

There’s, of course, local investment for new business, expansion of existing businesses, and so on. There’s a number of mechanisms that those could be fostered.

There’s deepening the use of local assets. It could be all kinds of things. e.g. public lands for example – how are those being used? Can they be made available for community gardens, for example? Public schools? What activities could take place off hours, and so on.

A fourth element is just labor, well-paid labor, that has allegiance to their employer and builds that sense of community.

And then finally, there’s locally owned businesses. Numerous studies have been done showing that a locally owned business is at least two and a half times of greater economic benefit to the local economy than a non locally owned business.

VM: Thank you for expanding on that. I was wondering if you have some examples of community projects that you’ve been involved in and their impact.

RC: I can give you one regional example and then maybe some more local examples. I’ve mentioned that we’ve done three large regional conferences. And in each of those, we brought in 45 speakers presenting best practices across Atlantic Canada, for either local economy or local food systems.

So these are inspirational stories that can be replicated, can be scaled, or can be leveraged in some way. After those events, we hear quite a few instances where somebody wants to approach a particular speaker, find out how did they do it, how can we do ourselves, and so on.

Another example at the regional level occurred just with our last event focused on local food systems. You can go to foodsummit.ca, the Dig In Atlantic Regional Food Systems Summit. Coming out of that event, there was a non-profit organization that just recently formed and is getting underway called the Atlantic Food Action Coalition. These are major food system players, all four provinces that are now collaborating, working together to move the needle on greater local food within our region.

VM: Impressive and very necessary.

BC: And at the local level, I can give you one example that I am particularly fond of – the town of Shelburne, Nova Scotia, – an amazing example of galvanizing community engagement around a community garden, a community greenhouse, and support for local people suffering from food insecurity. There has to be, I’m going to wager, about 12 non profit organizations involved, including the municipal government, the local community college, the high school, the local Indigenous band, and on and on it goes.

VM: It’s great to see those kinds of partnerships. So, how do you think the future looks for local economies in our part of Canada?

BC: I am not going to try to forecast anything, but I think everybody knows that we live in increasingly fragile times. We need to keep that in mind. Now is the time, when things are functioning fairly well, to begin to build that local resilience, that local sense of agency at the community level.

There’s work to be done. A lot of communities are recognizing that. I’ve mentioned Shelburne. There’s numerous other ones that are really working to rebuild the strength of their community, the cohesiveness, the caring, and I always like to think that in Atlantic Canada, we have this built-in, I call it “cultural DNA”, that people care for each other.

You’ll see it come out very quickly if there’s a disaster of some kind. Say somebody’s house burns down and right away everybody will help in different ways. Recently there were big forest fires in both Shelburne and Tantallon, Nova Scotia.

VM: Yes, we saw that DNA during the fires.

BC: And right away there’s businesses, non-profits, everybody stepping up to offer support in whatever way they can. So I think it’s that ethic, that cultural caring, that is going to be probably one of the strongest attributes going forward into the years ahead.

VM: Well, this sounds promising. Thank you so much for all the work you’re doing!


Robert Cervelli has been an active volunteer in community building for over 35 years. Robert is the Senior Advisor and Co-Founder of the Centre for Local Prosperity (www.centreforlocalprosperity.ca). He is also Co-Founder and Chair of Transition Bay St Margarets Bay (www.transitionbay.ca), one of the first Transition Initiatives in the Maritimes. He advises rural communities on the process of drawing out the skills and projects inherent in local cultures to build resilience and adaptability to global changes. As an experienced botanist and horticulturalist, Robert manages a two-acre ‘teaching centre micro-farm’ at his home in St Margarets Bay. He holds a B.Sc. degree (Forestry) from Purdue University and a M.Sc. (Botany) from the University of Wisconsin.

Violeta Manoukian is the Founder and CEO of Collaboration Works International (www.collaborationworksinternational.com), a consulting and training firm based in Bedford, Nova Scotia. Violeta has three decades of expertise in participatory approaches that bring together a broad spectrum of stakeholder groups including non-profit organizations, communities, donor institutions, federal and municipal local governments, the private sector, and academia. Her M.A thesis “Participatory Development: Paradigm Shift in Theory and Practice” sparked her ongoing passion for creating spaces where she can apply collaborative approaches to bring about systemic change and yield optimal impacts. Community development, public engagement, design/facilitation of collaborative meetings and workshops, participatory projects/programs, participatory research, and participatory monitoring and evaluation are among her specialties.

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