Why are Shared Spaces Emerging?

2. Why are Shared Spaces Emerging? • For-profit and non-profit strategies are blending together. Shared spaces – and frequently their members – are examples of how mission-based and market based approaches can coincide. • There is increasing recognition that the problems we face are too complex to be addressed by any single player. Shared spaces connect diverse organizations and individuals, giving them the chance to collaborate, share knowledge and develop systemic solutions to the issues they are trying to address. • The incentives for cost sharing have been growing. Non-profits and charities are enduring ongoing cutbacks in administrative budgets while facing increasing demands from communities and individuals. • Shared workspaces are themselves a social innovation – an entirely new way of working. The dominant workplace model has been separate organizations working separately. That may have made perfect sense at one time and it may still make perfect sense in many instances. But it is by no means a universal or desirable approach. The nature of work is changing – and with it the workplace. These changes offer incredible potential for economic, social, cultural, and environmental progress in the coming years.

3. Social Change and Innovation Shared Spaces Model • Co-Location To create a “Shared Space” amongst the non-profit community sector of Grand Falls-Windsor and area to advance the health, social, economic well being of our community. • Co-Operation • Collaboration People supporting people; strengthening communities today, for tomorrow

4. Three types of synergy: benefits/products • Synergy as enhanced-quantity • Accomplish more than would have been accomplished otherwise (bigger, larger, more) • Synergy as enhanced-quality • Accomplish what would have been accomplished anyway but you do it better, faster, sooner, easier, with less conflict • Synergy as enhanced-creativity/innovation • Accomplish things that would not have happened without the collaboration (new, different)

5. Our Vision Experience and knowledge gathered from each community colleague and shared perspectives would engage us in finding solutions to complex social issues. In a shared space where people of different backgrounds, experiences, and points of view come together to talk, to think and to work collectively, ingenuity is fostered and social innovation will flourish. With the combination of resources for accelerating community change we can attain a greater collective impact for our families, and the overall community.

6. Early 2015 • Steering Committee was formed by the Central Housing and Homelessness Network, Exploits Valley Community Coalition, Violence Prevention South and Central, Status of Women Central, Central Residential Services Board and Canadian Mental Health Association of NL • Steering Committee meetings were held and established a formalized approach • A focus group was held with all six organizations and invited community stakeholders to ensure we were all collectively working towards the same vision and to brainstorm ideas for moving forward • Education on “Social Enterprise” was delivered and a collective understanding that we need to think more in this direction and towards sustainability.

7. Broader Conversations • Conversations were held with: • Local MP’s, Provincial Ministers and local Municipal and Business leaders • Exploration of potential sites/locations • Concept paper designed and presented to the Sisters and Board of Directors at the Renewal Centre • The partners quickly realized this was a huge undertaking and needed more research completed.

8. Feet on the Ground • September 2015 a proposal was written to the Office of Public Engagement – Community Partnership Incentive Fund • $20,000 was awarded to embark upon the research piece we required • Entered into a contract with Gardiner Center – School of Business Administration – MUN • Steering Committee members presented the idea to the Business Class at MUN • Six Master students; under the direction of Facility Advisor Dr. Tom Cooper, were interviewed and selected to comprise the research team.

9. Research Goal: A concise feasibility study to determine which groups could effectively come together under a shared space model and determine the best means for maximizing operations and financial efficiencies Gardiner Solutions Project Team 1 Gardiner Solutions Project Team 2 Focus on maximizing operations and financial efficiencies Explore and articulate good practices Explore options for Social Enterprise Activities Investigate what other types of organizations/partners could be approached to make model more feasible Interview all six organizations re: financial efficiencies • Investigate three models of non-profit ownership • Single • Collaborative • Cooperative • Make recommendations of ownership • Provide recommendation for structure of governance • Interview all six organizations re HR

10. Project Findings • Design a ‘shared space’ work environment • Create an economical and efficient system for staff and clients Purpose • Unified voice for common issues • Financial efficiencies • Shared boardroom/ meeting rooms • Knowledge transfer Benefits • Positive gains may not be equal • Potential lay-offs • Conflict between organizations • Loss of identity Risks

11. Shared Space Model: Pros and Cons

12. Social Enterprise • Crucial element to the future of the organization • Will allow for a continuous flow of revenue • Aligns with the overall commitment to the community • Potential activities to be considered: Purpose 1 2 3 4 5

13. Recommendations • Collaborative shared space • Create umbrella entity with charitable status Model • Responsible for strategic decisions • Created from members of the organizations and skilled volunteers Board of Directors • Choose between available existing space or new construction • Outright purchase as opposed to mortgage Location • Government grants • Private investors • Capital Campaign Fundraising • Apply for charitable status • Plan, develop and execute the fundraising strategy • Experienced and knowledgeable Consultant • Choose wealthy and influential volunteers within the community • Campaign Board will provide direction on fundraising plan / goals Campaign Board

14. SUMMARY • No significate financial savings from shared-space due to increase in operational expenses • Huge potential for growth • Current service delivery • Expanded services • Opportunities for social enterprise • Will be a significant project but achievable • Requires stakeholder involvement and buy-in

15. Second Proposal • Steering Committee submitted second proposal to the Homelessness Partnering Strategy “HPS” in October 2016. • Funding was approved to hire a “Share Space Facilitator” for a one year period – Jan 2017 – Jan 2018. • Emile Cabot was hired to move the project forward.

16. Current Status • Social Change Inc. incorporated as the entity to own and operate the Shared Space. • The former Millcrest Academy school identified as the most suitable property available to use for a shared space and community development. • A letter of intent being submitted to the English School Board and the Catholic Diocese of Grand Falls. • Application for Charitable status submitted to Canada Revenue Agency. • Policies and Procedures, leases and other supporting documents being finalized

17. Resources • Nonprofit Centers Network; https://www.nonprofitcenters.org/ • Social Enterprise Institute; https://socialenterpriseinstitute.ca/ • Social Enterprise Council of Canada; http://secouncil.ca/ • Canada Business Network; https://canadabusiness.ca/starting/start-and-grow-a-social-enterprise/