Brews up Good! Coffee with a Purpose (Klink promo)A few years ago, Mark Kerwin bought coffee beans at Klink Coffee. Once back home, he made himself a cup of coffee, a great cup of coffee! It tasted so good that he took his phone and tweeted about it. His tweet reached Klink Coffee, who at the time was actively searching for a business development manager. They contacted Mark and offered him the position.

That offer came at the right time. Mark had recently been diagnosed with type 1 diabetes. The unfortunate discovery was devastating for him, but there was a silver lightning. It somehow helped him figure out what was important to him, what he really wanted to do with his life. One thing was clear: working in supply chain management for a private company as he was doing at the time, wasn’t it! 

Mark became Klink’s new business development manager! He soon would become the Executive Director of the social enterprise. 

From the moment Mark joined Klink Coffee, he strived not only to provide employment opportunities for people with barriers to employment, but to also provide them with a supportive working environment where they can emancipate.

Mark positions Klink Coffee at the intersection of social enterprise, the coffee industry and the correctional system.

And this is where this good news story takes a twist. At the time I met Mark, Klink Coffee had come to the difficult decision to end operations. Mark is a resilient individual. Resilience is one of his strongest value, which he tries to transmit to the people he has hired: individuals struggling to re-enter society after serving jail sentences.

Just like Mark and the people he hired, social enterprise needs to be resilient. And part of being resilient is looking at what lessons can be learned when the story takes a turn like this.

How Klink Coffee brewed hope

Klink Coffee provided more than jobs: it gave people a future, it gave them hope. After all, work is a major part of one’s life and socialization, it answers a basic need of belonging. Community is everything and Klink Coffee was at time the only community people coming out of jail had.

To fulfil their mission, Klink Coffee was able to rely on a vast network of social enterprises, non-profits and governmental agencies. Mark fostered great relations and partnerships within this ecosystem with United Way, the Social Purchasing Project, Beanwise, Furniture Bank, the federal, provincial and municipal governments. Klink Coffee is a Buy Social Canada (BSC) certified social enterprise. Mark mentioned that the certification provided them with notoriety and legitimacy among the social enterprise ecosystem by helping people to purchase from enterprise that shared their values.   

Klink Coffee also benefited from the support of the community in the form of donations and volunteers, a lot of whom are former employees who transited through Klink Coffee as a way of giving back to the social enterprise for changing their lives.

One former employee reported to Mark that her quality of live significantly improved when she started working at Klink Coffee. She acquired business capacity, developed social skills and boosted her self-confidence. She also gained independence through her new source of income and the apartment she was able to get through a recommendation from her employer. Eventually, she put the business and social skills she gained to good use by starting her own business. 

Lessons Learned

In hindsight, Mark thinks that access to loans and grants, taking into consideration the specific needs of the social enterprise sector, would have helped them to sustain. Increased access to business development and financial capacity for social enterprises would have been beneficial as well.

Mark had in mind something like a bootcamp for social enterprise executive directors that would constitute a con

crete and effective way to acquire much needed knowledge and skills.

Lastly, despite a vast and strong ecosystem, it is Mark’s perception that that governments, agencies and intermediaries still work in silos, making it difficult for enterprises like his to get support in a timely manner and ensuring their sustainability.

For the individuals who benefited from Klink Coffee, the closure means the lost of a social enterprise that provides a supportive work environment for people who need it the most. More than a simple transition to the economy, Klink helps people to become responsible community members, providing their employees with more than just business skills, but also a community, hope, and most importantly a sense of belonging.    

The path forward

For the community at large, the end of Klink Coffee means one less opportunity to raise awareness on social enterprises and their positive impact on marginalized individuals. But Klink Coffee, and Mark’s work, show us a pathway to growing our compassion for people coming out of the criminal justice system and striving to understand their realities, their stories, their lives. A pathway to becoming better community members leading the way to a more inclusive economy — just like Klink Coffee did.

Biography of the author

Alexandre Applin

 Social Enterprise Ecosystem Evaluation Manager

Alexandre Applin joined CCEDNet team in May 2017 as Evaluation Manager for the Social Enterprise Ecosystem Project. Alexandre is particularly interested in socioeconomic development as a means to design sustainable communities reflecting local aspirations and needs of its members.

For more than 10 years, Alexandre has worked for international NGOs, multilateral organizations and community-based organizations on both international and national projects. He has gained extensive expertise in the design of evaluation systems and in the development of impactful methodologies and tools. Alexandre also has strong competencies in knowledge management and organizational capacity building.

Alexandre holds a Master in International Studies from University of Montreal and a Certificate in Monitoring and Evaluation of Public Programs from l’École Nationale d’Administration Publique (ENAP).

*The opinions expressed in blog posts are those of the author(s) and do not necessarily reflect the position of CCEDNet

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AGA 2018 AGMCCEDNet’s 2019 Annual General Meeting (AGM) took place on…

June 6
2:30pm Newfoundland, 2pm Atlantic, 1pm Eastern, 12pm Central, 11am Mountain, 10am Pacific

This year’s AGM repeats the success of the last four years by being entirely virtual and bilingual. Members were able to make motions, vote and comment in English or French, all from the comfort of their computer. 

In terms of background materials, you can consult CCEDNet’s by laws.

AGM Documents

Meeting documents will be posted here as they become available.

AGM Resolutions

We are no longer accepting resolutions online. 

This year we received a resolution titled COMMUNITY FIRST from Peter Frampton and Elspeth McKay of member organizations The Learning Enrichment Foundation and Operation Come Home, respectively. 

Board Nominations

Nominations are now closed. This year, there were four vacancies to be filled. Four eligible nominations were received, leading our Elections Officer to declare the candidates elected by acclamation. Meet the new board members

Registation is now closed

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Angie and Morgan at their match meeting Angie brought passion while Morgan Vespa brought the funding know-how, making this a dynamic match

“For me, personally, the sweat lodge is important.  That’s where I do my healing”

  Angie Giesbrecht is a Cree, Anishinaabe, and Metis woman from Winnipeg with ancestors from God’s Lake Narrows, Dauphin River, and St. Peter’s Manitoba. Growing up Angie wasn’t exposed to traditional cultural activities.  It took her until she was a young adult to begin participating in traditional ceremonies, and once she did, she said,  “[I] felt like I had found my true place in the world.”   One of those ceremonies that contributed to that feeling was a sweat.  Housed inside a sweat lodge, a “heated dome-shaped structure”, a sweat is the “main ceremony for our people to heal, pray, and to connect,” explained Angie.   


Tucked behind the main building sits the Thunderbird House Sweat Lodge. Image: Thunderbird House

Angie used the sweat to heal and she knew she wasn’t alone. Others needed this space and ceremony as well.   So she took her passion and drive “to get programming like this that people need” and joined the board of Thunderbird House, a nonprofit whose mission is to “to provide a loving environment where Indigenous teachings and ceremonies can be shared for the healing of all our relations.”    


Thunderbird House provides a loving environment for the healing of all. Image: Thunderbird House

It was a perfect fit … and a challenge.  

  Thunderbird House already had the sweat lodge structure, tucked behind the main building, but it was sitting there unused.  The cost of equipment, maintenance, firewood, and insurance to run the sweats created a formidable challenge. They needed money. Angie knew where the money was- that part was easy- it was at her job. Her union offers a social justice fund, a grant pool that employees can submit project proposals to. “I’ve always wanted to use this grant for something important,” Angie said, “and to me the sweat lodge and healing for people is so important.” The only problem was that Angie had never written a grant proposal before.   That’s where Spark came in. Angie attended our Tell Us What Hurts event- a lunchtime presentation followed by organizational speed assessments (imagine speed dating in the 1990’s).  She shared her challenge with us and we immediately got to work finding her the perfect Spark volunteer. We reached out to Morgan Vespa, a former nonprofit worker with an extensive background in writing funding proposals. Morgan understood the importance of the project and quickly agreed to help. On an extremely cold winter afternoon we brought Morgan and Angie together for an introductory meeting at a coffee shop in the Exchange.  The hubbub of customers and the hiss of the coffee machines didn’t distract the pair at all. They immediately got to work. Angie brought the passion and understanding while Morgan brought the writing skill and know how, expertly putting into words the values that Angie and Thunderbird House uphold.  Spark’s role was to keep the momentum of the work going and navigate through any potential snags.

And there were snags.

  Funding over three sweats a month for an entire year requires a lot of money and when Angie looked at past project she “didn’t see any values that high in the programs they were approving so I was getting scared that they weren’t going to approve [us].”   Despite the nerves a budget was finalized and the application was submitted Angie waited. A couple of months later she got some feedback.  The grant committee was interested but wanted clarification on some details, specifically the budget. Angie’s nerves came back. Morgan and Angie met again at the same coffee shop, with the same intensity as before.  Another draft was written, the budget was adjusted and the application was resent. Again, Angie waited. Winnipeg started to thaw and soon it was spring when one day Angie opened her email and saw an acceptance letter waiting for her.  The granting committee had approved her proposal to fund the Thunderbird House Sweat Lodge program for one year.  

The impact is huge.”

  Angie immediately sent Morgan and I an excited email filled with lots of happy face emojis. Thunderbird House was getting $17,000.00 to fund their sweat lodge.   $17,000.00. It’s significant.  According to Angie, “we had nothing and this is $17,000 that is coming to Thunderbird House for running programs. The impact is huge.” $17,000.00.  The impact, to give you a visual, means that over 900 people, enough people to fill the Pan Am Pool,  can now access sweats at Thunderbird House. 900 people can access ceremony to help them heal, just like Angie.  

Angie says that the ceremony is open to all who need it.  

  She wants everyone to “come without worrying about bringing anything. Just come. Come with your prayers, come with your questions, come to talk to the Elders, just come.”   Thunderbird House went from nothing to being able to fund a vital program.  That’s a giant step forward, and now Angie and the board are working on the next step. The grant doesn’t cover honorariums for all the volunteers who run the sweat. So while Angie is already rolling up her sleeves for the next step, she’s also taking time to celebrate celebrating because “we weren’t able to offer [sweats] on a regular basis and now we are.” If you are interested in learning more about Thunderbird House and the programs they offer you can check out their website or follow them on Facebook. If you are interested in working with Spark, either as a nonprofit or a volunteer, check out our website.

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SocInn SocFin CDN community Orgs leadsFollowing the announcement of the Social Finance Fund in the Fall Economic Statement, CCEDNet and leading representatives of charities, nonprofits, social enterprises and co-operatives in Canada submitted recommendations to Minister Jean-Yves Duclos for the development of the Fund.

These recommendations seek to ensure that the design of the Fund will reflect the diverse needs of grassroots organizations throughout Canada, and that these much-needed resources will reach the communities where they can have the greatest impact. 

Read the letter

This builds on a previous letter CCEDNet submitted in December, congratulating the Government on this important first step towards a social innovation and social finance strategy. 

Read more

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Following an open call for candidates, the Board of the Canadian CED Network (CCEDNet) is pleased to announce three new appointments to our Board of Directors:

  • Krista Bissiallon is Anishinaabe kwe from Bawaating (Sault Ste. Marie) with ancestral roots in Mississaugi First Nation. Her current role is as Researcher with NORDIK Institute, a not-for-profit community based research organization located within Algoma University. Krista offers a diverse skill set and base of  knowledge from her years of work with Youth Social Infrastructure as Algoma Regional Lead, a provincial network of young people and adult allies working within institutions and grassroots to amplify the conditions for youth-led organizing in Ontario. Krista also supported the development and implementation of Northern Lights Collaborative, a five year project which is currently working with youth and institutions across Northern Ontario to center youth storytelling, reduce social isolation and increase organizational accountability to youth voices. As well, Krista has acted as Project Lead of the Edgewalker Project, a year-long project funded by the Laidlaw Foundation, investigating the relationship between youth and the philanthropic sector in Ontario. Most recently, Krista has co-founded the Young Leader’s Circle (YLC) with other leaders from across Ontario. The YLC is a provincial youth-led project, currently prototyping a model for shared leadership and community development.  Krista’s work is rooted in her passion for economic and social justice, social economies and elevating the voices of all innovators. 

  • Executive Director of the Canadian Worker Co-operative Federation (CWCF), Hazel Corcoran has been involved in all aspects of worker co-operative support including capitalization (with the CWCF’s Tenacity Works Investment Fund), technical assistance, research and writing. Trained as a lawyer at Dalhousie University, and fluent in English, French, and (partly) Spanish, Hazel has served the co-operative movement in many capacities, including as Director of le Conseil canadien de la coopération (1994-2005), and coordinator of the CoopZone Developers’ Network (2009 until January, 2018). She co-founded the Western Canada Labour-Worker Co-operative Council, a network of labour and worker co-op activists dedicated to improve conditions for workers.  She is also a co-founder of the Big Idea Rainbow Foundation, whose goal is to spread co-operativism through popular culture.  She was a Director of Co-operatives and Mutuals Canada from 2013-2016, Vice President in the last two years.  She was elected to the Board of The Co-operators in April 2016.  At the local level in Calgary, she has served in various ways, including (in the past) on the boards of First Calgary Credit Union, Calgary Co-op, la Garderie Pommes de reinette Daycare, Prairie Sky Cohousing, Calgary Unitarians, le Conseil albertain de la coopération which merged into le Conseil de développement économique de l’Alberta.  She is a Steering Committee member of CICOPA-Américas, and has a Masters in Linguistics from UC Berkeley.  Last but not least, she enjoys spending time with her husband Greg O’Neill (a co-op developer and financial analyst who lives half-time in Dartmouth, NS) as well as her young adult children/ stepchildren, and her stepgrandson.

  • Dr Gail Henderson is an assistant professor with Queen’s University Faculty of Law. Her research interests include corporate law, corporate governance, corporate social responsibility, securities regulation and the regulation of financial institutions. Professor Henderson graduated from Osgoode Hall Law School as Gold Medalist in 2005, and served as law clerk to The Honourable Louise Charron of the Supreme Court of Canada. Prior to pursuing graduate studies at the University of Toronto, she practiced commercial litigation and environmental and municipal law at Osler, Hoskin & Harcourt LLP in Toronto. Her doctoral research focused on the role of corporate governance in encouraging greater corporate environmental responsibility. Professor Henderson has received funding for her research from the Ireland Canada University Foundation, the Social Sciences and Humanities Research Council, the Canadian Foundation for Governance Research and the Canadian Centre for Ethics & Corporate Policy.

Learn more about our other Board members

Board membership is open to all CCEDNet members, with at-large Director positions elected each year.  If you are interested in joining the Board, contact us or watch for the annual call for Board nominations. 

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Jack QuarterJack Quarter, a beloved partner, father, uncle, friend, teacher and mentor, died at home on Wednesday, February 6, 2019, aged 77. Jack will be remembered for his kindness, thoughtfulness and sense of humour, as well as for his integrity and dedication to his academic pursuits, his students and colleagues. He will be sorely missed by Dale Willows, his partner of 33 years; his son, David; brother, Bob; niece, Emma; nephew, Paul; cousins, Marvin Weintraub, Rita Moskovitz (Larry), Doreen Sobel (Harvey, deceased), and their children and grandchildren; his extended family including Kevin Willows, Dennis Willows, Donna, Ernie, Cass, Clay, Michael Reimer, Iassen Reimer Pelev and Nasco Pelev; as well as several much-cherished lifelong friends. Sadly, Jack was predeceased by his daughter Zoey.

A professor at the Ontario Institute for Studies in Education (OISE) of the University of Toronto for 47 years, Jack was loved and respected by legions of graduate students, colleagues and staff members. He led research teams, obtained numerous grants, and edited and published widely on co-operatives and the social economy. In his autobiography he wrote: “I have been blessed by the students who have found me, and they have greatly enriched my life.” He also says: “A common denominator in my work is faith in a better way….” A passionate and determined advocate for social justice, Jack “walked the walk”, with generous support for numerous programs and non-profits that he encountered in his research.

Writing was one of Jack’s passions. Beyond his prolific academic writing, Jack dabbled in fiction. He wrote a radio play that was broadcast on the BBC, and he authored a novel, Life of Sammy Speer, that, despite denials, has a certain autobiographical flavour to it. Jack was not “all work, no play”, as those of us who enjoyed his razor-sharp bridge-playing skills can attest. We also observed in awe his energetic cycling during the summers along the spectacular Galloping Goose trail on Vancouver Island. He enjoyed music, especially the “oldies but goodies” and the bawdy songs of his (in)famous friend and longtime “partner-in-crime”, Hugh Oliver. Never one to be idle, Jack followed numerous sports on TV and read voraciously.

jack quarterIn November, after Jack had been diagnosed with terminal stomach cancer, upon request he “knocked off” a brief autobiography in his own inimitable style that is now the center-piece of a website launched to honour Jack’s life.

Visit www.jackquarter.org to read what he wrote and view photos chronicling various stages and people in his life. A Celebration of Life is scheduled for Friday, March 8, 12-3 p.m. (formal program 1-2 p.m.) in the OISE library (ground floor), 252 Bloor Street West, Toronto. In lieu of flowers, please consider donating to OISE in his name or to the Temmy Latner Centre for Palliative Care at Mount Sinai Hospital www.tlcpc.org/, which made it possible for Jack to spend his last days in the comfort of his home, with his loved ones.

Source: The Globe and Mail

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2019 Social EnterPrize Idea SubmissionCalling Canada’s Amazing Social Entrepreneurs: Applications Open for the $100,000 Social EnterPrize 

The Social EnterPrize seeks to celebrate and advance leadership and excellence in social entrepreneurship across Canada.

Process:

If you are interested in applying for the Social EnterPrize and fit the Eligibility Requirements below, as a preliminary step, we ask that you please fill out the Idea Submission below. The Idea Submission must be completed and sent in by March 20th, 2019. Submissions that are selected to move forward will be contacted by May 6th, 2019 and will be given access to the full application with 4 weeks to complete it.

Please note that given the high volume of Idea Submissions they get, only Idea Submissions that we are moving forward with will hear from them. They also ask that you please refrain from contacting the Trico Foundation Team directly. Should you need to reach their team, please email them at 

Submit to the 2019 Social EnterPrize Idea Submission

Eligibility Requirements:

  •  Must be an organization headquartered in Canada (can operate outside of Canada);
  • Both non-Profit and For-Profit incorporation will be considered;
  • The social enterprise has at least 3 years of sales as of February 20th, 2019;
  • The social enterprise must address a gap in society (i.e. relief of economic exclusion, relief of poverty, relief of social exclusion, promoting good health or well-being, helping children and/or youth at risk, relief of the aged/seniors, enhanced quality of education, gender equality, clean water and sanitation, affordable and clean energy, sustainable cities and communities, responsible consumption and production, climate action, enhancing life below water or on land, enhanced peace and justice);
  • The applicant must be taking ‘direct action’ to close the gap in society: “A direct action is one an actor takes personally in order to bring about a specific desired outcome. An indirect action is one in which the actor convinces [or helps] another person or entity to take the specific action that brings about the desired outcome.” For example, consultants, incubators or accelerators, or associations that achieve social impact solely by helping other social enterprises achieve social impact, while laudable, do not qualify for the Social EnterPrize;
  • The award will be formally presented during Global Entrepreneurship Week on the evening of November 21st, 2019 in Calgary and the applicant must be available to accept the award (travel & accommodations will be provided);
  • The recipient of the award must agree to be showcased in a video profile and to have a Canadian post-secondary institution write an in-depth case-study about their social enterprise.
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ESE Idea Accelerator programInterested in exploring the development of an employment social enterprise idea? Biannually, TEF runs the ESE Idea Accelerator program, which supports individuals and organizations in developing early-stage employment social enterprise ideas. The accelerators provides four experiential workshops, which support participants to strengthen both business and social aspects of their ESE idea. The Accelerator program culminates in a pitch competition, during which participants will have the chance to pitch for $5,000 to $10,000 ‘Catalyzing Grant’ to conduct a feasibility study and develop a business plan for their ESE idea.

Spring Cohort 

This spring, TEF will run an ESE Idea Accelerator, focused on catalyzing the development of new employment social enterprises that create inclusive employment opportunities for people facing barriers to the labour market. The program will offer participants the chance to strengthen their ESE ideas through four interactive workshops, peer support, and the opportunity to pitch for a ‘Catalyzing Grant’. Keen to participate? 

Apply today ESE Idea Accelerator program

Workshop Schedule: 

  • Workshop 1 – Employment Model: During this workshop you’ll explore the employment needs of your ‘target population’ and refine the various aspects of your employment model and employment intervention.
  • Workshop 2 – Business Idea: During this workshop you’ll refine your product or service idea, and develop a stronger understanding of your target markets.
  • Workshop 3 – Operational Plan: During this workshop, you’ll develop a high-level operational plan, and learn about key aspects of building a great team, advisory board, and operational plan.
  • Workshop 4 – Financial Projections: During this workshop, you’ll gain an introduction to financial planning, including developing an initial budget for your employment social enterprise idea.

Eligibility:

Individuals and organizations in Peel, Toronto and York Region with an interest in exploring the development of an employment social enterprise that will create employment opportunities for people facing barriers to the labour market are eligible to participate in the Accelerator program. Additionally, to be eligible to participate:

  • A member of your team must be able to attend all four workshops of the Accelerator, in-person. Each workshop will be hosted at United Way Greater Toronto, 26 Wellington St. E in Toronto.
  • You must be able to attend the ESE Idea Accelerator Pitch Night (Tuesday, June 4, 2019, 6:00 – 9:00 p.m.)
  • You must be applying to participate in the Accelerator to work on a new ESE idea

Key Dates:

  • Application deadline: Tuesday, March 19, 2019 at 5:00 p.m.
  • Workshop 1: Tuesday, April 9, 2019, 1:00 p.m. to 5:00 p.m.
  • Workshop 2: Tuesday, April 16, 2019, 1:00 p.m. to 5:00 p.m.
  • Workshop 3: Thursday, April 25, 2019 1:00 p.m. – 5:00 p.m.
  • Workshop 4: Tuesday, May 7, 2019, 1:00 – 5:00 p.m.
  • Accelerator Pitch Competition: Tuesday, June 4, 2019, 6:00 – 9:00 p.m.

Information Session

Keen to learn more about employment social enterprises and our winter ESE Idea Accelerator? We encourage you to watch our pre-recorded Information Session webinar. To do so please click here, and enter this password: 34kCZpna. The webinar will launch in a new window. It may take a few seconds to load, please be patient. If you have any technical difficulties, please contact Courtney at 

Spring Cohort Application:

Apply today! Applications are due Tuesday, March 19, 2019 at 5:00 p.m.

To prepare yourself to apply for the program, we encourage you to attend the webinar Information Session (see above) and participate in an Employment Social Enterprise 201 workshop. For ESE 201 dates, see here

If you have any questions about the program, please contact Bronwyn Oatley.

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2020 World Social Forum of Transformative Economies

The World Social Forum of Transformative Economies will take place in Barcelona in 2020. The event – and especially the build-up towards it – intends to be a huge step forward in connecting and involving movements and transformative practices that are changing the economic system in their communities all over the planet. More than Another World is possible, we affirm that “another world already exists”, and is being made by different practical visions of alter-globalization movements and by the renewal of long historical traditions such as co-operativism and community economies.

The Forum is proposing to start with 4 streams of converging movements: Feminist Economies and gender perspective; Agroecological Movements and Food Sovereignty; Natural, urban, knowledge and digital Commons; and Social Solidarity Economies (including fair trade, co-operativism and ethical finance).

Step by step, the main goal is to recognize the complementarities and common objectives, in order to converge to provide the answers to global challenges we will have chosen to tackle together. Transversal dimensions of public policy and education and research have already begun to emerge and others will be defined in the process.

From the 5th to the 7th of April 2019, a large preparatory meeting will be held in Barcelona. The aim will be to discuss and validate the governance of the Forum and process, its working methodology, and the specific goals for the 2020 Forum. It will do so with representatives of the different movements, and from local and international networks and organizations. The operational team of the Forum is currently mapping organizations, to invite them to participate in this first phase. We count on you to continue making contributions from organizations / movements / networks from each continent and sectors that are key to joining this process of convergence.

What everyone is wondering is: how to participate? Participating in the forum is not only through being invited to the working meeting of April 2019 or attending the event in Spring 2020. The most important part is the process itself and there are many ways to contribute:

  • Participate in the convergence spaces of Transformative Economies: these have begun to organize and work, mainly from the Barcelona base for the moment. Their main objective is now focusing on mapping the actors (organizations, networks, movements) to be involved in the process, and start defining objectives for the 2019 and 2020 meetings. Each space will have a local facilitator and one (or more) international facilitators. Interaction will take place mainly through an online platform that will soon be launched.
  • Local convergences: these are territorial dynamics that bring together the different approaches to transformive economies and who decide to work together to foster their participation and contribution to the Forum process.
  • The International Promotion Committee: this is the meeting place for the large international networks that promote transformative economies. RIPESS is leading this space for this launching phase, establishing contacts with the different movements to jointly evaluate the best moment to get involved in the process and in which capacity.

In order to provide more detailed orientations for local processes (both for local territorial convergences, and the transformative economies spaces), an “infopack” is being drafted and will soon be published.

Local convergences in Barcelona are eager to exchange with similar processes in other territories and with international movements. The forum is calling for diversity of networks, movements and initiatives that identify themselves as transformative practices to join the process.

Visit: www.transformadora.org, follow the Facebook page and Twitter account, or subscribe to the newsletter.

Feel free to contact the working team at  and they will suggest the best way for you to participate.

Source: RIPESS

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Social Enterprise Ecosystem Project/Écosystème de l'entreprise sociale
Social Enterprise Network of Nova Scotia

The Social Enterprise Network of Nova Scotia and the national Social Enterprise Ecosystem Project have joined up to launch the province’s first impact investment fund, the Social Enterprise Impact Investment Pilot.

The two groups issued a press release saying they worked collaboratively to bring the national funds to Nova Scotia to help people looking to start a social enterprise.

The press release says the funding will “level the playing field” for social entrepreneurs. It addresses the long-standing problem of more capital being available for innovation-based companies than for ventures whose main goal is to benefit society and the environment.

“We are thrilled to be able to deepen our work in supporting social enterprises across the province,” said SENNS President Cathy Deagle Gammon in a statement. “This investment fund means more access to capital, which means more opportunity for startup success and growth, something our social enterprises need in order to have a lasting impact in our communities.”

The fund will provide between $1,000 and $15,000 to successful applicants, either as a loan or an equity investment. It will not make grants to companies.

Applicants will be assessed on both their business case (including the opportunity, business plan, leadership team, and community support) as well as the venture’s social or environmental mission. The assessment will consider the financial sustainability of the proposal and whether it has the ability to grow and expand its social impacts.

Applications for the fund are available here.

SENNS is a non-profit, member-led society, building a movement on behalf of social enterprises across the province. It is committed to advocating on behalf of entrepreneurs and businesses whose missions involve strengthening our communities.

SOURCE: entrevestor.com

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Flag of ManitobaIn response to the call for engagement by Manitobans in the development the 2019/2020 Provincial Budget, CCEDNet-Manitoba prepared a brief with 15 recommendations in four themes, guided by our member created and endorsed policy resolutions. Our brief was sent to the Honourable Scott Fielding, Minister of Finance.

The Province has a website indicating ways you can participate in these important consultations. To learn more, or to find out how you can use this document to draft your own pre-budget submissions, contact Michael Barkman at m.barkman at ccednet-rcdec.ca or 204.943.0547.

Our public policy mandate is decided through a democratic, member-driven process. Members of the Canadian CED Network – Manitoba submit draft policy resolutions that are subject to a deliberative process and those adopted are the focus of outreach by the entire CCEDNet Manitoba membership. Read our full policy mandate here.  The recommendations in this submission reflect solutions already working in communities and are the result of a democratic decision-making process.

Read CCEDNet Manitoba’s full 2019-2020 pre-budget submission


CCEDNet Manitoba Recommendations

Pre-Budget Submission to the Honourable Scott FieldingEconomic Inclusion: Skills, Jobs and Training

  • Reverse the trend towards increasing child apprehension and the number of children and youth in care, and focus on meaningful employment for people with barriers to employment. Partner with and support social enterprises that provide wrap-around supports for individuals and families involved with Child and Family Services, and re-invest the savings accrued through reductions in child apprehensions into  community-led, poverty reduction priorities.
  • Support organizations and initiatives providing long-term supports to Indigenous job seekers facing multiple barriers to employment and employers committed to inclusive hiring.
  • Ensure that community employment benefits are reported on for projects where the provincial government is the ultimate recipient of federal government infrastructure funding.
  • Invest in childcare and early learning as a crucial part of economic inclusion and access to employment for Manitobans. Create 17,000 new, licensed, and funded not-for-profit early learning and childcare spaces, while also investing resources to ensure existing spaces are sufficiently funded.

Tackling Poverty

  • Release a comprehensive poverty reduction plan. This plan must be developed in consultation with community members and include targets and timelines for reducing poverty. We believe The View From Here provides a blueprint for this work.
  • Introduce a new livable basic needs benefit to lift all Manitobans up to or above the poverty line.
  • Establish a fee waiver system that enables low-income Manitobans to obtain or replace a birth certificate free of charge. The report Access to Identification for Low-Income Manitobans provides a blueprint for this work.
  • Partner with the Canada Revenue Agency (CRA) to better administer the 55 PLUS Manitoba Income Supplement and the Manitoba Child Benefit, particularly focusing on automatic assessments through the CRA.
  • Invest in social and affordable housing, as well as committing to the Rent Assist program, through the recommendations of the Right to Housing Coalition.

Stronger Economy: Manitoba’s Economic Growth Action Plan

  • Support social enterprise development in Manitoba by committing to co-creating and co-producing a second phase of the Manitoba Social Enterprise Strategy beginning in 2019/20, with a mission of supporting social entrepreneurs focused on job creation and training for people facing barriers to employment.
  • Build upon commitments to strengthening the co-operative sector by mobilizing existing resources and developing new resources in full partnership with the co-op sector to best serve the co-op development needs of Manitoba.
  • Increase the grants provided to third party not-for-profit business and enterprises support services to 2016/17 levels so that low-income and rural Manitobans can receive robust and timely access to accessible business, cooperative, and enterprise development training and consulting services.
  • Explore innovative social finance options in partnership with the Winnipeg Social Finance Working Group, including reviewing existing social finance policy and programming, and maintaining the budget allocation to the CED Tax Credit.
  • Implement a Government of Manitoba Social Procurement strategy that generates additional value through enhanced economic, social, and environmental outcomes, while increasing purchasing from social enterprises, cooperatives, and nonprofits; local and sustainable food; and increasing job and training opportunities for people facing barriers to employment.

Stronger, Healthier Communities: Community-Led Development

  • Reduce red tape and increase value for money by investing in community-led development with multi-year, streamlined funding that includes the following characteristics:
    • A targeted approach that identifies and invests in key neighbourhoods and communities  in the greatest need of physical, social and economic revitalization. Renew Manitoba’s community development programs; both honouring long-term, core funding commitments to Neighbourhood Renewal Corporations and considering potential efficiencies and red tape reducing measures, in consultation with impacted organizations and communities.
    • Multi-year agreements to a maximum of five years, including cost of living increases on an annual basis;
    • Creating effective communication channels between the Province of Manitoba and community-based organizations, allowing agencies to provide feedback and make recommendations, as well as providing agencies with a year’s notice of renewal decisions, thereby ensuring agencies have sufficient time to plan.

Read CCEDNet Manitoba’s full 2019-2020 pre-budget submission

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1The Farmers’ Bank of Rustico existed from 1864 to 1894 (The Bank received its charter in 1864 but had been operating informally since 1861). Located in Prince Edward Island, one of the 10 provinces of present-day Canada, this financial institution, entirely managed by farmers in this part of the Island, was situated in this Acadian (Francophone) parish.

The Farmers' Bank of Rustico

The Farmers’ Bank building in South Rustico

Acadian settlers settled on this island in 1720, which was the land of the Mi’kmaq (the region’s native people). They came in large numbers, especially between 1748 and 1756, to avoid the British deportation of Acadians from Nova Scotia. In 1758, the majority of the Island’s Acadian residents were deported to France by the British. Among those who avoided deportation by taking refuge on the mainland, many returned to the Island. All the land on the Island, which had become a British colony, had been allocated to British landlords by a lottery held in London. As a result, Acadian farmers became annuitants and had to pay annual rent. As many were too poor to pay this rent, they had to leave the land they had cleared and start again elsewhere.

This was the situation Father Georges-Antoine Belcourt discovered when he arrived as a Catholic priest in the Parish of Rustico in 1859. At the time, Rustico was the most important of the seven (7) Acadian parishes on the Island. It is worth noting that it was thanks to the English-speaking Bishop of the Island that Belcourt was recruited in the Archdiocese of Quebec. Previously, Father Belcourt had been a missionary in the West, in present-day Manitoba and North Dakota, to the Aboriginal and Métis populations. As he had prepared a petition, signed by 977 Métis, calling for an end to the Hudson’s Bay Company’s trade monopoly, a large capitalist company, he had been withdrawn from this territory. It is presumed that the political authorities of the time had put pressure on the Archdiocese of Quebec to withdraw him. After several years in North Dakota (United States territory) he was recruited to come to the Island.

Quite quickly, seeing the poverty of the farmers in Rustico, Belcourt proposed the creation of a Farmers’ Bank to meet their credit needs. At the time, farmers could hardly obtain loans from commercial banks, as the interest rate exceeded 20%, and the repayment period was a maximum of 3 months. This is impossible for farmers because the deadline came before the harvest.

The farmers adopted the project. From 1861 onwards, informal activities began. However, in order to make it an official institution, legislation was passed by the Legislative Assembly of Prince Edward Island in April 1863. As it was before Canada’s creation as a country (1867), it was necessary to obtain the government’s consent in London. The Charter was granted in 1864, despite strong scepticism about such a small project. Indeed, the initial capital planned was £1,200, equivalent to $3,600 dollars at the time. It thus began its operations, including the authorization to print its own banknotes.

Father Georges-Antoine Belcourt

Father Georges-Antoine Belcourt

The law established a Board of directors of 12 people, half of whom changed each year. In order to build up the initial capital, 1,200 shares were put up for sale. The law stipulated that no single person may hold more than 10% of the shares. In addition, the law favoured holders of a single share. Thus, at the annual meeting, the holder of a share had one vote. To obtain 2 votes, you had to have 10 shares, 3 votes required 20 shares, etc. As successive boards of directors have always been composed entirely of farmers, this was a sign that they had control. In fact, it seems that some outsiders were buying several shares to help the Bank build its capital for loans.

In order to understand the inherent philosophy of the bank’s governance, the excerpt from a letter from Father Belcourt is very significant:

“Do you want to know a lot about how poor people can become bankers? It is a secret that indeed contains enough interest to arouse curiosity; well, here is how we do it without asking how the gentlemen do it, (the capitalists.) The officers are 12 in number, including a President, Treasurer and Secretary, and the other advisors, eligible each year by the shareholders. The first 3 officers, those in office, are elected from the twelve by this council. Their office is honorary, and until their office gives them too much work, they act for honour and not for money, (it would not suit those who love it more).”

Thus, in this 1862 letter, written to a friend in France, it is obvious that the project was well prepared, and this before the adoption of the law in 1863.

During the 30 years of activity, the Bank printed its own banknotes (exchangeable with other currencies). Although most of the activities were conducted in French, the banknotes were bilingual. The main activity was to provide small loans for farmers, at rates varying between 6% and 8%. The repayment periods ranged from 6 to 12 months. In some years, the bank generated surpluses, part of which were paid in dividends. Over the years, the capital increased to $21,000. In the last years, there were also savings accounts.

The Charter of the Farmers’ Bank of Rustico was extended twice by the Canadian Parliament, in 1883 and 1891. Unfortunately, as a result of various pressures, the Charter was not extended beyond 1894. Among other things, the Canada Bank Act of 1871 stipulated that $500,000 in capital was required to operate as a bank in Canada. In doing so, the big capitalist banks ensured that all the small banks were eliminated, of which the Farmer’s Bank of Rustico was probably the smallest, having 25 times less than the minimum required. Despite all the efforts of the major banks to eliminate it, it nevertheless managed to maintain itself until 1894, partly because it had obtained its Charter before Canada was formed in 1867.

The concept of a cooperative was not yet well known, as the first cooperative was the one in Rochdale, Great Britain (1843). For the Francophones, the concept appeared a few years later in France. There was obviously no legislation on the subject yet. Nevertheless, according to the testimonies and writings of historians, it operated according to the major modern cooperative principles. The Bank was controlled by individuals and not by capital. Throughout its existence, the 12 directors were Rustico farmers. The manager was often a farmer and sometimes a teacher from the local school.

Some additional information

Although the bank did not use the word cooperative in its name, it can certainly be said that it was a pioneer of the first savings and credit unions, called caisses populaires in French-speaking Canada. Indeed, it was not until 1900 that Alphonse Desjardins founded his first Caisse populaire in Lévis. It is quite possible that Alphonse Desjardins became aware of the existence of the Rustico Bank because he was an official stenographer in the House of Commons in Ottawa from 1892, before the Bank closed. In the United States, the first Caisse populaire was established in Manchester, New Hampshire in 1909, in a Francophone community, with the help of Alphonse Desjardins. If not a formal credit union, we can certainly affirm that the Farmer’s Bank of Rustico was clearly a precursor of the credit unions created by Alphonse Desjardins.

Alphonse Desjardins

Alphonse Desjardins

At the same time in Germany, Friedrich Wilhelm Raiffeisen founded the Heddesdorf Credit Union in 1864 to help German farmers buy livestock, equipment, seeds and other agricultural needs.

The coincidence is striking. In both cases, the activities started the same year, in 1864! This was to meet the needs of farmers, which is normal, because at the time, most of the population lived in rural areas.

Father Belcourt’s ideas, who gave lectures in other French-speaking parishes on the Island, would probably have inspired the creation of a cooperative-type association in 1862, two years before the Farmers’ Bank received its charter. A Grain Bank for seeds was created in the parish of Baie d’Egmont.

Any lessons for us in 2018?

It is very important to note that the creation of tools to resist the negative effects of capitalism has a long history. As can be seen from the letter of 1862, capitalism was a widespread notion.

The Bank law, dictated by the great capitalist bankers, made the disappearance of the Rustico Farmers’ Bank inevitable. It is also quite possible that some of Father Belcourt’s failure to convince other Acadian communities to create such an institution may not have helped.

Even though this Bank was forced to cease operations, cooperatives in the Acadian regions of the Island grew considerably, especially after the Second World War. In the fields of fishing, credit unions and cooperative stores. In recent times, an association of Rustico residents was formed and in 2007 succeeded in having the building where the Bank was housed recognized as one of the Historic Sites and Monuments of Canada.

We have a duty to remember these initiatives that have inspired future generations, including the author of this article who was born in another Acadian parish on the Island.

As in 1864, our societies are still dominated by this capitalist model, now globalized. It can even be said that this model has accentuated inequalities between countries, and within countries. This is an inevitable result of the capture of 50% of the world’s wealth by 1% of the population, mainly located in so-called developed countries. This situation creates fertile ground for wars, extremism and fundamentalism, not to mention the displacement of tens of millions of people, more than ever. A model that also produces global warming, which affects the world’s poorest people.

The awareness of this situation, as well as the need to provide the means to survive, everywhere on the planet, has led to a strong renewal of non-capitalist responses over the past thirty years or so, which are in line with the initiatives of these 19th century pioneers.

Today, recognizing itself mainly in the notion of the social solidarity economy (SSE), global networks are being created in order to help each other and promote an economy, and a world, organized by and for populations in order to meet their needs and not the needs of capital. It is solidarity and not competitiveness that prevails.

The vision of these 19th century pioneers is the same as that of the Intercontinental Network for the Promotion of the Social Solidarity Economy (RIPESS) in which the author has been involved since 2004. Capital must be at the service of humans and not the other way around!

1 Thanks to historian Georges Arsenault for his important contributions to the historical part of this article.


Yvon PoirierYvon Poirier has a long history of involvement in the labour and social movements in Québec and Canada. He was founding President of the Corporation de développement économique communautaire de Québec in 1994, and member of the organizing committee of the Global Meetings on Community Economic Development in Sherbrooke, Québec in 1998. From November 2003 to July 2013, he co-edited a monthly international e-newsletter on sustainable local development published in four languages. He has been a CCEDNet member since 2003 at first as an individual and since 2012 he represents the CDÉC de Québec. He has been involved in  tnternational representation for CCEDNet since 2004. His most significant international involvement has been in the Intercontinental Network for the Promotion of the Social Solidarity Economy (RIPESS). He has participated in many RIPESS conferences in different continents and since October 2o13 is a member of the RIPESS Board of directors. He has also participated in different World Social Forums and he represents RIPESS in the UN Inter-Agency Taskforce on SSE.

*The opinions expressed in blog posts are those of the author(s) and do not necessarily reflect the position of CCEDNet

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