8/9/2019 The School for Social Entrepreneurs in Ontario, Feasibility Study: Executive Summary

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8/9/2019 The School for Social Entrepreneurs in Ontario, Feasibility Study: Executive Summary

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What we asked...

Is it good value for money? Is it as innovative now as it was 10 years ago? Is there a strong demand? Can we do it for less? Are there merits in creating a made-in-Ontario model? Should there be a greater focus on social impact? How significant is the SSE UKs reputation in Canada? What would your ideal model of a school for social entrepreneurs look like?

What we learned

There is a growing need and demand for social entrepreneurship education. An increasing number of organizations and business schools across Ontario are providing select

resources to social entrepreneurs.

Successful social entrepreneurs would like more access to mentors, resources and networkingopportunities.

Minority populations are entrepreneurial out of necessity, have greater social need and less access toresources.

The demand, needs and awareness of social entrepreneurship are not uniform across Ontario. Enthusiasm and need for social entrepreneurship education was highest in Toronto and in Thunder Bay. MBAs and business development courses do not suit the unique needs of social entrepreneurs. There is a need for more information sharing, cross-sector networking and advocacy for social

entrepreneurship.

What we heard

We asked participants to describe what they wanted most from a program dedicated to developing the

professional capacity of social entrepreneurs.Participants said that an SSE based in Ontario should Be accessible, flexible and diverse. Adapt to local needs and opportunities. Incorporate / leverage existing resources, organizations and partners. Generate lasting relationships and networks. Provide a diverse repository of open source resources such as videos, documents, reading lists, articles,

and contacts.

Follow a sustainable and financially sound model. Produce a new generation of successful sustainable social entrepreneurs.

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Generate market awareness. Connect the dots between social entrepreneurs, organizations, foundations, business leaders, and

incubators.

Make it easy for social entrepreneurs to find and access resources and build networks. Build social cohesion.

It should bring together a mix of people diversity is important.

CONCLUSIONS & RECOMMENDATIONS

Although the support for the creation of an SSE franchise in Ontario was not unanimous, it was

strong. The majority of participants:

Agreed that Ontario would benefit from a program focused on social impact and providing an alternativepathway to the acquisition of entrepreneurial skills.

Agreed that the street-smart, hands-on, practical education the SSE offers fills an important niche one thatcant easily be filled by either a college or university program.

Wanted to know more about the social impact and focus of the SSE, and many wondered if its public missioncouldnt be amplified or focused on a major public issue like sustainable development or social cohesion.

Agreed that an SSE based in Ontario should provide compelling evidence to generate awareness and futureenrolment. Tracking the social return on investment would support the business case for potential funders

and partners, as well as attracting potential students.

Voiced heavy concern regarding the programs cost and the long-term sustainability of affiliate schools.Were wary of the franchise model. The advantages of participating in a network of related schools did not

necessarily impress or outweigh what many participants felt were the risks of joining an institution that was

still in the early stages of its own internationalization.

Were encouraged to hear that the model had succeeded in Australia and that the SSE UK had beeninvaluable in establishing the school.

Were pleased to hear that the SSE UK was open to finding ways to adapt the core program to differentcontexts and cultures.

Britains School for Social Entrepreneurs is an impressive model that clearly serves a distinct market

and deserves to be replicated, both here in Ontario and in many other jurisdictions.

Since the founding of the SSE a decade ago, social entrepreneurship and social innovation has matured and

gained momentum and in this way, the novelty of the School s central proposition has diminished. Its likely a

sign of health and civic confidence that the first reaction of many participants was to say We can do that

and maybe do it even better.

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Ontarians involved in the social sector want to see this niche filled and regard the development of a school

dedicated to social entrepreneurship as an essential piece of infrastructure that would create considerable

benefits, both for the sector and the province.

However, any decision to apply to create an Ontario franchise must be weighed against a reasonable

estimate of the benefits and costs that would come from a long-term partnership with the UK headquarters.

Ultimately, one organization or a consortium of partners will need to decide whether they will take the

experience of the SSE and other models as the basis for a made-in-Ontario approach to social

entrepreneurship education, or else begin the application process to become a formally recognized member of

the SSE network of schools.

We recommend that SiG@MaRS and its partners:

Determine if additional or complementary business models could be run in conjunction with the core programto cater to the needs of different communities, and attract a greater pool of students and funders.

That SiG@MaRS provide an ongoing secretariat function working closely with the SSE UK to field Canadianinquiries, identify suitable partners and a capable and enthusiastic director.

Engage an accounting firm to assess the long-term fiscal sustainability of both the School for SocialEntrepreneurs and other alternatives.

Extend the mandate of the Advisory Committee to oversee the development of a business plan, assesspotential partners and steer the development of an Ontario based program.

Begin with a pilot project. Conduct a thorough review and assessment before opening subsequent locationsin Ontario.

We ask that the SiG@MaRS and its partners:

Consider how the intellectual and networking needs of social entrepreneurs across the province could bebetter fulfilled.

Focus on the social mission of any school and make sure that advancing social justice and equity are corevalues.

Remember punk. The school needs an edge and shouldnt be too polite.Refine the financial model and find a way to do it for less. 10,000 per student is a redline in the minds of

many and distracts from the objectives of the school.

Be less proprietary. The curriculum should be open source. Videos from expert witnesses should be postedonline and made freely available. An Ontario school should understand itself as both an institution and a

movement.

This is an important project that needs to take place in some form here in Canada.

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