Social Enterprise, Partnerships, End of Operating Agreements & New Era Funding. An enterprise model for supportive housing

Transcription

1 Social Enterprise, Partnerships, End of Operating Agreements & New Era Funding An enterprise model for supportive housing

2 VNHS History Founded in 1984 Own/Manage 19 buildings - Family, Singles, Seniors and Women at Risk House 8% of urban Indigenous population Focus on entire housing continuum. View what we do through change agent lens

3 Why social enterprise? Financial Analysis of end of operating agreements Without subsidy housing becomes unsustainable Model showed wave of Elder homelessness Required new approaches and new thinking Struck Social Enterprise Committee

4 Process Analyze operations, expenses and assets Business Opportunities short list Alignment with social purpose Feasibility Study Business Plan finance, sales, marketing & execution Be agile Download Guide at:

5 Community Engagement VNHS has discovered the value of community engagement and shared vision.

6 Why social housing lends itself to the creation of social enterprise? Assets - Human & Physical Community Connections Organizational Capacity Expertise in funding access Social Return on Investment (SROI) Financial acumen and clear governance Feel Good media friendly opportunities

7 Through the Eye of the Raven is the largest mural in Western Canada and at the launch we hung artwork in the staging area and that space lives on as the artist led Raven s Eye Studio. Embryonic Stages Looking Forward Looking Back Story Catching Through the Eye of the Raven Mural Project Ad-hoc gallery led to successful art shows Led to Fair Trade Gallery in the Skwachàys Lodge

8 Plan A SE Committee decided on Healing Lodge and Gallery as best opportunities Looked at multiple sites for Healing Lodge Gallery and art shows were progressing Serendipity brought Pender site Combine the two enterprises with housing for Indigenous artists

9 The best laid plans Plan B Skwachàys opened as a Healing Lodge Federal partner did not deliver on 9 rooms 365/yr $500,000 shortfall Switched gears hotel marketing OTAs (Booking.com, Expedia etc.) Expect the unexpected

10 Nimbleness Plan C Visit from Hotelier Boutique Art Hotel 6 world-renowned designers 6 Indigenous artists $500,000 in donations and pro bono Re-opened to rave reviews and international media attention Scalable and profitable

11 Moon Suite

12 Water Suite

13 King Salmon Suite

14 Forest Spirits Suite

15 Smudge Room

16 Rooftop Sweat Lodge

17 Sweat Lodge West View

18 Inaugural Sweat

19 Respecting Culture & Ceremony & Building Community Through the Transformative Power of Art

20 Triple Bottom Line Powerhouse Skwachàys Lodge & Residence 29/31 West Pender Created Leed Gold Property Developed new sustainable housing model Providing rental subsidy and personal & professional development for Indigenous artists Injected $300, in salaries in one of Canada s most marginalized inner city communities Put $70, directly into the hands of local Indigenous artists Created iconic, proudly Indigenous structure, showcasing authentic Indigenous products practices for the world to see in the heart of the city

21 Lessons Learned Do your homework Research, analysis and planning Work with the community to define/refine project vision Develop partnerships Be prepared for the unexpected Look within to define your social enterprise

22 Harnessing your captive audience Potential Social Enterprises Pest control services Appliance repair/leasing Landscaping services Demolition & recycling services Locksmithing and electronic access Maintenance and repair services Graffiti removal Day care, Quilting, Traditional Handicrafts Pharmacy Disability services Development consultancy Tele-support

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24 VISION Replicate the model across Canada and then Internationally

25 Thank You The original concept sketch from project architect the late Joe Wai