Canadian CED Network

We are very excited to announce that this year we will be holding elections for the four (4) open seats on CCEDNet’s Board of Directors. Before the nomination deadline of April 23, 2025 we received nominations for five (5) candidates whose eligibility were verified by our Credentials Officer, Melissa Lessard, and whose candidacies were approved by our Elections Officer, Christina Eyangos.

All members in good standing are eligible to vote (one membership = one vote). Please review the candidates backgrounds and motivations below prior to casting your vote during the election period from May 8 to May 22.

Derek Bassey headshot

Derek Bassey

Representing organizational member Fireweed Food Co-op

Winnipeg, MB

Originally from Nigeria, Derek Bassey moved to Canada to pursue a Bachelor of Business Administration through the Canadian Mennonite University. Since May 2021, he has been working as the Finance Coordinator for Fireweed Food Co-op. To Derek, community economic development means relying less on globalization and more on local partners and players. He believes the heart of a community is people’s spirits, and they thrive best when they feel they are safe and encouraged to be themselves. When it comes to good governance, Derek believes the key is open communication, willingness to collaborate, and communicating through conflict. In his spare time, he likes to paint and listen to music.

Derek believes that with his background he can provide operational and governance support to the organization. Furthermore, he is in the process of acquiring his CPA designation to become a licensed accountant. This financial know-how can also provide additional support to CCEDNet.

Noelia Delgado

Representing organizational member CDÉC de Québec

Québec, QC

Noelia Delgado is from Peru. She is trained in Business administration and has an MBA in Management counselling from the École des sciences de la gestion at the Université de Québec à Montréal. She has 16 years of experience in the field of community action and of the social economy. She has been very involved in the Quebec ecosystem through her contribution to CDÉC de Québec (Corporation de développement économique communautaire de Québec), to Chantier de l’économie sociale and to COCDMO (Coalition des organismes communautaires pour le développement de la main-d’œuvre). She also has international experience thanks to her contribution to C.I.T.I.E.S (Centre international de transfert d’innovations et de connaissances en économie sociale et solidaire), to GSEF (Global Social Economic Forum) in 2016, 2018, and 2020, to FSMET (Forum mondial social des économies transformatrices) in 2020 and to RIPESS (Intercontinental network for the promotion of social solidarity economy).

Noelia considers that her involvement in the community development and social economy ecosystem in Quebec and internationally will be an added value to the Board of Directors. Her passion for getting involved and contributing to society’s development through the promotion of equity, diversity, and inclusion will allow her to collaborate with the various CCEDNet committees.

Barb Rallison

Representing organizational member Institute for Community Prosperity

Calgary, AB

Barb Rallison is a facilitator, educator and practitioner of social impact. In her role as Associate Director of the Institute for Community Prosperity at Mount Royal University, Barb oversees several of the student-oriented and community-oriented social innovation and systems leadership initiatives offered through the Institute including Catamount, Systems Leadership Sandbox and StartWork. Previously, Barb worked for Momentum, a changemaking organization and long standing CCEDNet member. Her work at Momentum focused on strengthening support for social entrepreneurship both locally and provincially. Barb is also a co-founder of Local Investing YYC, an impact investment cooperative that provides capital to Calgary-based businesses generating social and environmental returns. She has also served on the board of Green Calgary and participated on the Benefit-Driven advisory taskforce with the City of Calgary.

Barb believes that her skillset and background experience are well aligned to continue serving as a Director with CCEDNet. Her Board involvement has included participating on the finance committee, nominations committee and theory of change working group. She looks forward to the opportunity to continue to support CCEDNet’s mission.

Matthew Rempel

Representing organizational member Strategy Made Simple

Winnipeg, MB

Matthew Rempel has been providing support to social enterprises in Manitoba for the past 8 years as a consultant in social enterprise development, marketing, and media production. He has previously provided paid and volunteer services to CCEDNet as a social enterprise development coach through the SPARK program, as a facilitator for workshops held both in person, and online, and as a presenter at The Manitoba Gathering. Each of these experiences, as well as conversations with staff over many years inform his view of what CCEDNet has been and what we could be. His experience in network development, strategic planning, organizational development support, and media production will be elements that he leans on if selected to contribute to governance and decision making for CCEDNet members.

Matthew sees this moment as a time to lead while we are in a period of uncertainty. Being able to weigh both the risks and the opportunities of the situations and the environment that surrounds us will be critical for us to see success as a network in the coming years. He is excited to be involved in national discussions about community based economic development and pushing for further understanding and collaboration between provinces. On a more personal note, Matthew would like to contribute to a stronger CCEDNet because the network provided significant support for him as he was initially developing in his career.

Shanthi Senthe

Individual Member

Windsor, ON

Dr. Shanthi E. Senthe is an Associate Professor of Law at the Faculty of Law at the University of Windsor, whose research and teaching explore the intersections of corporate-commercial law, financial inclusion, and entrepreneurship. Her work examines how legal frameworks can support equitable economic development and advocates for policies that empower communities through access to business and financial tools. She is particularly interested in small business law, creative entrepreneurship, and the legal dimensions of the sports, arts, and entertainment industries. With a strong commitment to community engagement, her scholarship and advocacy operate at both national and international levels, advancing inclusive approaches to economic justice and sustainable development.

This year, the Board election process is using STV for a ranked choice vote through the Montreal-based platform Simply Voting.  We hope you enjoy this fairer voting system.

How to Vote

All CCEDNet members in good standing are eligible to vote.  An email will be sent to you via Simply Voting with your login credentials. Once you’ve logged in, you’ll see the roster of candidates up for election and you’ll have the opportunity to rank each candidate (to successfully vote you’ll need to rank all five candidates). If you encounter any issues please contact us at or call 1-877-202-2268.

Don’t Forget to Register for the AGM

Election results will be announced at CCEDNet’s 2025 Annual General Meeting, which will be held entirely online on June 12th. CCEDNet members who would like to participate must register in order to receive the meeting link.

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The Manitoba government’s 2025 provincial budget outlines some continued commitment to building a more resilient and inclusive economy, with targeted investments aimed at strengthening local communities, supporting youth, and creating good jobs across the province. While the direction of the budget aligns with several of our long-standing priorities, members of the CED community in Manitoba are approaching this progress with cautious optimism—and a recognition that more work remains to fully address the needs of Manitobans.

Ahead of Budget 2025, CCEDNet Manitoba submitted a number of member-driven proposals focused on advancing local economic development, supporting equity-seeking groups, and strengthening social enterprise. While none were fully adopted, it is encouraging  to see partial progress in areas like local procurement and employment training.
Read our full budget submission here.

Prioritizing Local Procurement

A key focus of this year’s budget is enhancing Manitoba’s economic self-reliance by prioritizing local and Canadian procurement. As part of this initiative, the government is reviewing contracts with U.S.-based businesses across all departments—while ensuring essential services remain uninterrupted. The aim is to better leverage provincial purchasing power to support local industry and job creation, a move framed as helping to “Trump-proof” the Manitoba economy amid ongoing international trade uncertainties.

To support this shift, a new procurement policy will be introduced once the review is complete. It will include clear guidelines, best practices, and a preferred vendor list that prioritizes Manitoba and Canadian businesses. Manitobans can also access the Buy Local website to find locally-sourced goods and services—empowering consumers to support the provincial economy directly.

This is a promising direction, but we’ll be watching closely to see how these procurement changes are implemented in practice. ‘Trump-proofing’ Manitoba’s economy would be made even stronger by prioritizing social enterprises, co-operatives, and community-based organizations in procurement policy. This would aim to create more resilience and local prosperity in government purchasing. CCEDNet Manitoba’s budget submission made some specific recommendations on policy levers to strengthen social, and not simply local, procurement here in Manitoba that should be adopted

Harnessing the Power of the Social Economy

In line with its social and economic priorities, Budget 2025 allocates new funding for employment and training programs through Manitoba-based social enterprises. These initiatives aim to provide low-income and marginalized individuals with the skills and qualifications needed to access meaningful employment opportunities. While the scale of the investment is modest, the government’s recognition of the role social enterprises play in inclusive economic development is an encouraging step. Further investing in the social economy through a Social Enterprise Manitoba strategy, co-operative development supports, and social finance tools would contribute to a more resilient provincial economy and more inclusive communities. 

The province is also building on its community development efforts through the From the Ground Up grant program. Following last year’s $12.5 million investment in youth sports, food programs, after-school supports, and job training, an additional $1 million will be provided this year to sustain grassroots initiatives—a modest but welcome continuation.

Looking Ahead

While Budget 2025 marks progress in areas CCEDNet Manitoba and our members have long advocated for, it also highlights the need for deeper and more sustained investments. Manitoba’s economic future depends on inclusive, community-driven solutions that reflect the lived realities of people across the province.

CCEDNet Manitoba and our members will continue engaging with government and community partners to ensure these ideas move forward—and that every Manitoban has the opportunity to thrive.

Coalition Responses

As we reflect on the 2025 provincial budget, it’s important to highlight the voices of advocacy groups working toward a more equitable Manitoba. While the budget includes some encouraging steps, community coalitions supported by CCEDNet Manitoba  are pointing out where deeper investments and more urgent action are still needed.

Make Poverty History Manitoba

In their op-ed response, Make Poverty History Manitoba emphasized the need for bolder, more comprehensive action to reduce poverty across the province. In response to Budget 2025, Make Poverty History Manitoba also shared their perspective in an op-ed for the Winnipeg Press.

Right to Housing Coalition

The Right to Housing Coalition also weighed in, expressing concern over the limited investment in affordable housing. Their response calls for a stronger provincial commitment to addressing Manitoba’s housing crisis and ensuring everyone has access to safe, stable housing. The Right to Housing coalition also shed light on the 2025 Budget. Click here to read.

Climate Action Team

The Climate Action Team calls for the government to fast-track investments in its Affordable Energy Plan, growing low-carbon infrastructure investment opportunities in housing and public buildings. Read more here.

Canadian Centre for Policy Alternatives – Manitoba

Read CCPA Manitoba’s analysis on public services, revenues and taxes, stimulus spending, and more here.

More responses and analysis? Something missing here?
Let Mia Bastien, CCEDNet Manitoba’s Policy & Advocacy Coordinator know and it can be shared in future newsletters.

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As Canada continues to face the dual crises of climate change and economic inequality, we believe the People-Centred Economy offers practical, proven pathways forward—grounded in the principle that economic transformation must serve both people and the planet.

As member and secretariat of a national coalition called the People-Centred Economy (PCE) Group, we shared these words with the leaders of all major political parties as Canadians prepare to head to the polls for a federal election on April 28th. We encourage you to also reach out to political leaders and candidates in your ridings to share your desire for policies that prioritize strengthening community economies, ecological sustainability, democratic participation, and social wellbeing.

Our coalition is focused on reducing emissions through local supply chains, enhancing circular economies, and investing in social infrastructure that strengthens communities and restores ecological balance. The PCE Group represents many of the organizations working in the co-operative, social enterprise, community economic development, and non-profit sectors and together these sectors support millions of Canadian workers, generate significant contributions to GDP, and serve as a critical pillar of Canada’s economy.

A future that is inclusive, regenerative, and just is possible, if we all work together.

Take Action, Get Involved

  • We’ve sent letters to the leaders of all major federal parties. Send your own letters and/or draw influence from our message above to inspire your own questions for your local candidates for MP.
  • Who supports sustainable, inclusive local economies?
  • Ask questions.  When candidates come knocking at your door, or you find yourself at an all-candidates debate, be ready to ask them their views on the things you care about! 
  • Read about the parties’ commitments.  
  • Vote!  For information on where and how to vote, see Elections Canada’s website.
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Check out the Manitoba region newsletter for March 2025 here.

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All members are invited to take part in CCEDNet’s Annual General Meeting (AGM!) Please register below.

June 12, 2025
10am Pacific, 11am Mountain, 12pm Central, 1pm Eastern, 2pm Atlantic, 2:30pm Newfoundland

CCEDNet’s AGMs are held via Zoom and are bilingual, with the assistance of simultaneous interpretation. Members are able to make motions, vote and comment in English or French from the comfort of their personal or work computers.

Members will have the opportunity to hear from the Board of Directors and staff and get directly involved as we share important updates. Join us as we introduce Board Directors starting new terms, present CCEDNet’s annual report, celebrate our successes, and share the strategies to come.

For additional background information, you can consult CCEDNet’s by-laws.

AGM Documents

Meeting documents will be posted here as they become available.

Register for the AGM!

Board Elections

In response to the call for Board of Directors nominations, we received five eligible nominations. This has led to our Elections Officer, Christina Eyangos, calling for an election for 2025!

Board candidates for the 2025 Board Election are: Derek Bassey, Noelia Delgado, Barb Rallison, Matthew Rempel, and Shanthi Senthe. Click on the link below to learn more.

BOARD ELECTIONS

AGM Resolutions              

You can read the call for resolutions by clicking on the button below.

Resolutions are now closed

AGM Resolutions

Board Nominations

This year, there are four (4) vacancies to be filled. You can read the call of nominations below.

Nominations are now closed

Board Nominations

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Check out the Manitoba region newsletter Policy & Advocacy Updates for February 2025 here.

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Manitoba is grappling with numerous economic, social, and environmental challenges that require innovative, community-driven solutions. To foster inclusive economic growth, the province can tap into the power of Community Economic Development (CED) models like social enterprises and cooperatives. These models offer a holistic approach to addressing Manitoba’s complex issues while aligning with broader social, environmental, and economic goals.

Harnessing the Power of Social Economy

Social enterprises are a cornerstone of inclusive economic development. They create sustainable jobs, address social issues, and strengthen local economies. However, the sector has been lacking consistent provincial support since 2018. Manitoba can change this by creating a Manitoba Social Enterprise Strategy, providing multi-year funding, and aligning initiatives with broader workforce and educational development strategies. Supporting the sector’s development will allow social enterprises to scale, create jobs, and contribute to economic reconciliation, particularly in underserved communities.

Strengthening Manitoba’s Cooperatives

Cooperatives are another vital CED model, promoting economic democracy, local ownership, and equitable distribution of profits. By creating jobs and services in communities where they are otherwise scarce, co-operatives play a key role in building resilient local economies. A Manitoba Co-operative Development Strategy, supported by multi-year resources and the restoration of key co-op development roles, will help maximize the impact of this model, particularly in rural, northern, and inner-city communities. This strategy aligns with the provincial government’s inclusive economic development plans, strengthening community wealth and fostering greater economic equity.

Equitable Employment and Community Investments

To truly build an inclusive economy, Manitoba’s 2025 budget should prioritize equitable employment initiatives, addressing systemic inequalities faced by marginalized communities. By incorporating community benefits into procurement policies, the government can prioritize hiring from groups facing barriers, support local economies, and foster climate resilience. Additionally, increasing funding for workforce training and Indigenous-led organizations will help bridge employment gaps, aligning with the Truth & Reconciliation Commission’s Call to Action #92. Green infrastructure projects, such as energy-efficient housing, can further create jobs while contributing to environmental sustainability.

Enabling Social Finance to Fuel Growth

Social finance is a critical enabler for CED initiatives, and Manitoba can support its growth by expanding the social finance ecosystem. Increasing funding for the Jubilee Fund, the province’s primary social finance intermediary, and enhancing the CED Tax Credit will help attract more private investment into local community-driven enterprises. Strengthening the social finance ecosystem will also support Manitoba’s broader economic development objectives by enabling social enterprises and co-operatives to access the capital they need to grow.

Building Stronger Communities from the Ground Up

To ensure the sustainability of community-led development, Manitoba should increase funding for the From the Ground Up program. By supporting Neighbourhood Renewal Corporations (NRCs) as “anchor institutions,” the government can empower local communities to lead their own revitalization efforts. Expanding this program with multi-year funding and capital support will enable long-term, impactful community development. The focus on affordable housing, social enterprises, and community engagement will directly address issues like rising inequality and affordability, ultimately creating safer, healthier, and more vibrant communities across the province.

Conclusion

Manitoba stands at a crossroads, with the opportunity to build a more inclusive, resilient, and sustainable economy through the Social Economy and CED. By implementing targeted strategies to support social enterprises, co-operatives, social finance, and community-led development, the province can address its pressing economic, social, and environmental challenges. The upcoming 2025 budget should prioritize these investments, fostering a more equitable future for all Manitobans.

As part of the provincial government’s public engagement in budget consultations, CCEDNet submitted this report outlining solutions and models for community economic development.

CCEDNet Manitoba – 2025 Budget Submission (2)Download
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The Thriving Non-Profits cohort program includes seven hours of dedicated coaching support, and many learners choose to continue working with their coach beyond the program to advance their organization’s broader goals. In this article, we’ll delve into how the Cortes Island Community Foundation used Thriving Non-Profits Coaching to enhance their learning and drive success both during and after the program.

Shifting Perspectives: A Journey to Sustainability

Located on a remote island, the Cortes Island Community Foundation faced unique challenges as they worked to support the different needs of their community. Limited resources, an operating model without an endowment, and a constant balancing of community priorities meant that the Foundation needed new approaches to financial stability and growth. 

Joining the Thriving Non-Profits program gave them valuable tools to redefine their mission and impact, and the experience was transformative, from mindset shifts to sustainable strategies. The structure of the program and the dedicated coaching empowered them, leading to meaningful growth that extended well beyond the cohort experience.

One of the earliest exercises in Thriving Non-Profits involved assessing the Foundation’s organizational strengths and limitations. This reflection led to important conversations around core beliefs about money, resources, and their role within the community. Together, they recognized that a limiting belief—“there aren’t enough financial and human resources out there for every organization on our island to thrive”—had been holding them back. Reframing their role as a resource-sharing partner rather than a singular solution was a powerful mindset shift. Manda Aufochs, Cortes Island Community Foundation’s Executive Director, noted, “This limiting belief was something we returned to often; I still come back to it as a grounding point. It helps remind us that we aren’t alone in our work to support this community and the organizations that care for it.” This understanding redefined their approach to partnerships and collaboration.

Turning Lessons into Action with Thriving Non-Profits Coaching

Throughout Thriving Non-Profits, the Foundation’s assigned coach, Janice Iverson, became a critical part of their journey, guiding them through the curriculum’s key lessons and helping tailor strategies to the Foundation’s unique situation. The Foundation valued Janice’s understanding of both community Foundations and charitable organizations, which allowed her to offer context-specific advice on topics like grant management, board engagement, and balancing strategic planning with day-to-day operational needs. “She understood what it meant to be both a social profit and a charitable organization in a remote community and what was possible with revenue diversification,” said Manda. Janice’s practical approach allowed them to focus on the immediate goals and their broader mission.

The accountability that Janice brought to their coaching sessions proved to be a game-changer. “The coaching held us accountable,” Manda noted. “We made sure to complete our homework and take full advantage of each session, which pushed us to implement what we were learning.” With Janice’s guidance, they stayed on track, set clear goals, and focused on operationalizing the strategies they had discussed throughout their sessions.

As the program concluded, the Foundation recognized the value of keeping Janice as a long-term coach. The trust and familiarity they had built made it an easy decision to invest in additional coaching hours. “The relationship we had built with Janice through Thriving Non-Profits was something we could rely on. She already knew us and our challenges, so investing in continued coaching was an easy decision,” explained Manda.

Through extended Thriving Non-Profits coaching, Janice began guiding the Foundation through its first formal organizational development process, helping it tackle both immediate and strategic goals. Her support also allowed the Foundation to build a strong internal framework that ensured it could continue implementing revenue diversification strategies and create long-lasting structural improvements. Manda shared, “We didn’t even know what we didn’t know. Janice helped us identify the gaps in our knowledge and took us step-by-step through the changes we needed to make.”

How a Combination of Learning and Coaching Delivered Lasting Results

Having emerged from the program with a new mindset focused on abundance and resource-sharing, the Foundation sought partnerships that would allow them to expand their initiatives and increase community impact. In the spirit of Thriving Non-Profits, they built relationships that allowed them to address critical needs in the community by combining resources and expertise.

One of the Foundation’s most notable successes was helping the Cortes Island Academy found the Youth Leadership Institute, designed to empower local youth through education and skill-building. The Foundation brought in partners who contributed both financially and with personnel to help make this program a reality. “We boldly brought in partners who needed to contribute financially and in human capital,” Manda shared, adding that the Youth Leadership Institute exceeded all their expectations. This project’s success demonstrated the effectiveness of a collaborative approach and reinforced the foundation’s commitment to leveraging partnerships for sustainable impact.

Another post-program milestone was their first Vital Signs project, an initiative gathering valuable data on community needs, resources, and unique challenges in their remote community. By building partnerships to conduct a community-wide survey, the Foundation achieved a meaningful dataset reflective of residents’ experiences, a resource previously unavailable in such a small population. The findings helped them and other local organizations address issues and initiate programs that would benefit the community in targeted ways.

The combined impact of the learning from the program and ongoing Thriving Non-Profits coaching has given the Cortes Island Community Foundation numerous tools and confidence to continue supporting the diverse needs of their remote community. By building on the strategies, permanent mindset shifts, and strong partnerships they explored in the program, the Foundation now sees itself as a hub for resource-sharing, collaboration, and sustainable development on Cortes Island. 

Reflecting on the journey, Manda stated, “Thriving Non-Profits coaching took our experience from a 10 to a 100, leveraging our investment of time, resources, and trust to help us transform our operations.” With a focus on sustainable growth and community impact, the Foundation is well-positioned to thrive in the present and the years ahead.

Thriving Non-Profits is your go-to learning hub for building financial resilience for your nonprofit, with flexible learning and support options to suit your organization’s needs and schedule:

– Access Thriving Non-Profits coaching to get expert guidance to support your nonprofit’s goals and objectives as and when you need it.
– Transform your organization’s approach to money by having your team join one of our upcoming cohorts.
– Learn in your own time with our comprehensive online course by taking the Thriving Non-Profits self-paced program.
– Grow your network, get quick answers, learn from others’ experiences, and access shared resources by joining the Thriving Non-Profits Community.

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Check out the Manitoba region newsletter for January 2025 here.

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The Gathering was a significant day for our Manitoba community builders to come together to grow our larger movement for change. Over 320 participants, presenters, and volunteers came together at Children of the Earth high school in Winnipeg to learn, connect, and experience Collective Action.

The Gathering Opening explored how communities are harvesting the rewards of collaborative economic transformation. We began with a song and blessing from Elder Mae Louise Campbell and Jamie Goulet from the Clan Mothers Healing Village. Elder Mae encouraged us to LISTEN hard, actively, and critically. We are called to be in the space in-between and we have the power to change ourselves. 

Chiyi Tam, from the Toronto Chinatown Land Trust, explored the concept of community land trusts and encouraged us to shake up the status quo. Chiyi called us to IMAGINE economic alternatives rooted in community ownership, wealth, and economic justice. Chiyi offered us transformative solutions that work, and folks are already responding to the call, thinking about how community land trusts could be part of our landscape here.

Demian Lawrenchuk, from Food Matters Manitoba, shared teachings from the muskeg, the moss, and the roaring rivers of the North. These stories taught us our pursuit of social and economic change should be rooted in celebrating the beauty of life and the community that surrounds us. He called us to LOVE and RESPECT.

We continued learning and connecting with three workshop opportunities during the day. 35 workshops on wide-ranging CED topics like organizing and advocacy, cultivating cultural competence, the impact of social enterprises, and collective change were hosted by local community builders. Participants learned from panels and presentations, small group sharing and discussion, and through conversations throughout the day.

At the Gathering, Collective Action grew and propelled us towards our vision for vibrant, sustainable, and inclusive economies. Now we can harvest the growth that The Gathering continues to bring to our communities.

  • Participants at the Gathering 2024.
  • Participants at the 2024 Gathering
  • Participants at the Gathering 2024.
  • Participants at the 2024 Gathering. Photo by Travis Ross.

Photos by Travis Ross

Thank you to our 2024 Funders and Partners!

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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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