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Chapter 1 - What is Eva's Phoenix?
Chapter 2 - Eva's National Initiative
Chapter 3 - Homeless Youth - Who Are They?
Chapter 4 - Effective Programs
for Homeless Youth
Chapter 5 - Developing the Vision
for Eva's Phoenix
Chapter 6 - Turning the Vision into Reality
Chapter 7 - Developing Strategic Partnerships
Chapter 8 - Working with Funders
Chapter 9 - Youth Goal-Setting and
Case Management Approach
Chapter 10 - Working with Youth
Chapter 11 - Mentorship
Chapter 12 - Working with Staff
Chapter 13 - Making the Transition
to Community
Chapter 14 - Social Enterprise
Chapter 15 - Evaluation
Chapter 16 - Policies and Procedures

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Chapter 14 - Social Enterprise

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Starting a social enterprise

The Phoenix Print Shop was launched in 2002 as a social enterprise. Social enterprises are real businesses that also work to achieve social goals. This is often referred to as a “double bottom-line” (economic sustainability of the business and social development of the participants, as compared with conventional businesses whose focus is limited to maximizing their economic return on investment).

The idea for developing a social enterprise came from Executive Director Maria Crawford who wanted to start a business that would serve as a training site for the youth, and generate revenue for the organization at the same time. What was less well understood at the time was how challenging it is to make money without compromising the social bottom line.

Although management at Eva’s Phoenix had been thinking about developing a social enterprise as part of the operation, the opportunity to launch one came from an unexpected source. The Rotary Club of Willowdale was being approached about a capital grant to support the building of Eva’s Phoenix. During these discussions with the Club – whose membership included a number of retired printers – the idea was floated that a print shop might be a good fit for the social enterprise business for several reasons:

  • The printing field was growing and in desperate need of trained staff, so businesses were supportive of an initiative that would give individuals the necessary background to move smoothly into the field.
  • The training required to do the job was within the capacity of most of the youth at Eva’s Phoenix.
  • Youth who came through the training had excellent prospects for stable employment at good wages, and would receive help from employers to find positions in the field.
  • Employers also agreed to provide Eva’s Phoenix with some of the expertise necessary to help set up the business and to find contracts.

Eva’s Phoenix used the grant from the Rotary Club to purchase used commercial printing equipment, and applied to the Counselling Foundation of Canada for funds to hire a Productive Enterprise Coordinator (now the Manager of Social Enterprise, Andrew Macdonald) to develop the business. In addition, a 10 member Advisory Board was formed, with half of the members being senior graphics professionals. This group would help the business by providing industry-specific advice, soliciting donations (e.g. for equipment) and help to develop the business plan.

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