Rural Social enterprises are built from a single vision to improve the lives of the communty or deep desire to give something back to the community, but this can often overshadow the thorny subject of sustainability. Few businesses – social enterprise-based or not – have a deep understanding of sustainability. It refers to an organisation whose actions and purpose are grounded in environmental, social and financial concerns, but focussing in equal measure on all three areas is very challenging. In this session we highlight five ways any social enterprise can create a more sustainable future for both the organisation and its community. The Rural Entrepreneurial Leaders Network (RELN) is a network designed to facilitate active exchange between functioning participants within the rural economy. These may be from different professions, rural professionals and research communities from across the world. Through the use of open access blogs, events and online interactive sessions we hope to stimulate knowledge acquisition and discussion on key topics of interest to rural professionals.

1. Rural Entrepreneurial Leaders
Network
RELN
https://www.linkedin.com/groups/13679729/
School of Business and Entrepreneurship
in partnership with Farm491

2. Developing a sustainable rural social
enterprise
Tue, 1 Oct 2019 17:30 - 18:30 BST
https://www.linkedin.com/groups/13679729/

3. Dr David Bozward
Head of
The School of
Business & Entrepreneurship
David is a technology entrepreneur, educator, researcher and authority on
international youth entrepreneurship and education with over 20 years
entrepreneurial business experience.

4. What is a Social Enterprise?

5. UK Definition
• ‘Social enterprise’ means an enterprise whose primary objective is to
achieve social impact rather than generate profit for owners and
stakeholders. It operates in the market through the production of
goods and services in an entrepreneurial and innovative way, and
uses surpluses mainly to achieve social goals. It is managed in an
accountable and transparent way, in particular by involving workers,
customers and stakeholders affected by its business activity.
See DTI (2002) A Strategy for Social Enterprise, London: HM Treasury, p7.

6. Aren’t all businesses social
enterprises?

7. Public Sector
Third Sector
Private Sector
A –
Non Profit
B - CSR
C -
More than Profit
D – Multi
Stakeholder
CrossSectorTheory
More mission
focused
More market
focused
Leadbeater's Model (1997)

8. Public Sector
Third Sector
Private Sector
A –
Non Profit
B - CSR
C -
More than Profit
D – Multi
Stakeholder
CrossSectorTheory

9. Type of Social Enterprise
Type A Non-Profit Model
Public interest outlook, hostility to private
sector ownership and equity finance.
Between public and third sectors.
'Non-profit' - obtains grants and/or contracts from
public sector and third sector organisations -
structured to prevent profit and asset transfers.
Type B Corporate Social Responsibility Model
Suspicious of the third sector as a viable
partner in public service delivery and
economic development.
Between public and private sectors.
Corporate social responsibility projects -
environmental, ethical or fair trade business - ‘for-
profit’ employee-owned business.
Type C More That Profit Model
Antipathy to the state (central
government); realistic about the state’s
capacity to oppress minorities.
Between private and third sectors.
Single or dual stakeholder co-operative, charity
trading arm, membership society / association, or
a trust that uses trading surpluses to increase
social investment.
Type D
(ideal)
Multi-Stakeholder Model
Replaces public, private and third sector
competition with a democratic multi-
stakeholder model.
At the overlap of all three sectors.
Multi-stakeholder, democratic enterprise using
direct and representative democracy to achieve
equitable social and economic benefits.
Adapted from Ridley-Duff, R. J. (2008) “Social Enterprise as a Socially Rational Business”, International Journal of Entrepreneurial
Behaviour and Research, 14(5): 291-312.

10. Social Enterprise Metrics
① Company Structure
a) Strategic Intention
b) Governance
② Financial
a) Total Turnover
b) Turnover dedicated to social impact
③ Social Impact
a) Interventions
b) PR & Policy

11. The “Triple Bottom Line”
Try: Integrated Bottom Line (IBL)
Social Aims
Enterprise
Centred
Social
Ownership

12. Mission outweighs Profit
Mission
Profit

13. Capability Sustainability

14. Conflicting Purposes
Subsidy Self-
sufficiency

15. Capital

16. Forms of Capital
• Cultural - Cultural capital can only be gathered by a community of people
• Experiential (Human) - We accumulate experiential capital through actually
organizing a project in our community, or building a strawbale house, or
completing a permaculture design.
• Financial - Money, currencies, securities and other instruments of the global
financial system
• Intellectual - Knowledge
• Material - Non-living physical objects form material capital
• Natural - Made up of the animals, plants, water and soil of our land
• Social - A connections to values
• Spiritual - Practices of personal values, religion, spirituality, or other means of
connection to self and universe.

17. Five Ways Social Enterprise Can Create a
More Sustainable Future
1. Develop a clear social mission and vision
2. Understand the best business model for your organization
3. Develop you capability to delivery
4. Understand the metrics needed to demonstrate your impact
5. Implement Integrated Bottom Line (IBL) reporting

18. Rural Entrepreneurial Leaders Network
RELN
https://www.linkedin.com/groups/13679729/
Q & A