How to be a Social Entrepreneur E-Book

Robert Ashton

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 294

Veröffentlichungsjahr: 2011

Beschreibung

Don't just make money…make a difference.

As a social entrepreneur, you can build a business that changes the world. But you will face some unique challenges. This book will prepare you for them. 

Packed with advice, inspiration and real-life stories, it will help you:

• Define what you want to do and why you want to do it
• Find the right kind of funding
• Build a brand that makes you unique
• Find a team as motivated and inspired as you are
• Measure the impact you're having

How to be a Social Entrepreneur is the only social enterprise start-up guide you'll ever need.

"This is the seminal book on social enterprise"
—Martin Murphy, Network 2012

"An essential read for any aspiring or existing social entrepreneur. Full of practical examples of real life social enterprise scenarios and written in Robert's usual uncomplicated format"
—Marc Davies, Wales Co-operative Centre Limited, walescoop.com

"Social enterprises need social entrepreneurs. This book will help you decide is you've got what it takes to be one"
—Peter Couchman, Chief Executive, Plunkett Foundation, plunkett.co.uk

"This very practical book will guide you as to what it takes to be a social entrepreneur. Enjoy it and then do it!"
—Lord Andrew Mawson OBE, author of The Social Entrepreneur: Making Communities Work, amawsonpartnerships.com

"I was genuinely impressed by how comprehensive it is!"
—Peter Holbrook, CEO, Social Enterprise Coalition, socialenterprise.org.uk

"A treasure trove filled with practical insight and knowledge that will give you the edge to start, grow a sustainable and successful social enterprise"
—Stephen Gyasi-Kwaw, CEO/Founder Youth Enhancement Int.Ghana

"I particularly enjoyed the section on sales, which is a fundamental topic too often neglected"
—Andy Brady, '3rd Sector Futures', Anglia Ruskin University, anglia.ac.uk

Robert Ashton is a leading small business troubleshooter, entertaining small business speaker and the bestselling author of many business books including How to Start a Business for Entrepreneurs, Instant Entrepreneur and The Entrepreneur's Book of Checklists.

Leseprobe

Table of Contents

Title Page

Copyright Page

Acknowledgements

Introduction

Part One - What

Chapter 1 - The Essence of Social Entrepreneurship

A new way to view the world

What makes a social entrepreneur?

Leadership beyond authority

Moved to make a difference

Earth, wind and fire – the green dimension

Green Light Trust

In summary

Find out more

Chapter 2 - Social Enterprise — Past, Present and Future

In the beginning

Quakers

Cooperatives

At the moment

Wayland Radio

In the future

In summary

Find out more

Part Two - Who

Chapter 3 - You As a Social Entrepreneur

You are unique

Questions to ask yourself

You have what it takes

Lance Gardner, Open Doors

How much of a social entrepreneur are you?

Challenge your limits

You know how you work best

In summary

Find out more

Chapter 4 - What You Are Going to Change in the World

Passion from your past

Exploring your past

Ambition for your future

Your future

Where are you now?

Your campaigning style

Managing your enthusiasm and expectations

How to be realistic

In summary

Find out more

Chapter 5 - Explore Your Entrepreneurial Style

Your starting point

Within an organisation

Benefits of working within an organisation

Drawbacks

Benefits to the organisation

How to find social intrapreneurs in an organisation

By inspiring others to start organisations

Benefits of inspiring others to start an organisation

Drawbacks

With your own social enterprise

In summary

Find out more

Part Three - How to Start

Chapter 6 - Organisations and How to Start Them

Defining vision, mission and values

Vision

Mission

Values

Assessing the potential

Structures and how they can help or hinder

Getting it right first time

In summary

Find out more

Chapter 7 - Preparing a Business Plan That Covers All the Angles

What to include and why

The social enterprise difference

Striking the balance between needs and wants

Measuring social return on investment

How to measure SROI

Return on commercial investment

Some headings to help you get it right first time

In summary

Find out more

Chapter 8 - What You Need to Know about Structure and Governance

Points to consider

Choosing the right structure

Structures to choose from

In summary

Find out more

Chapter 9 - Finding the Funding

Capital and cashflow – why they’re different

Capital

Cash

Grants

Funding you

Funding around the world

Funding your project

Grant-making Trusts

If you cannot find any grants

Banks and mainstream lenders

Specialist lenders and why they’re different

Investors – your unique opportunity

In summary

Find out more

Part Four - How to Grow

Chapter 10 - Selling and the Social Enterprise

How to open doors

How to say it like it is – features and benefits

How to get commitment

Selling pitfalls and how to avoid them

In summary

Find out more

Chapter 11 - The Customer Conundrum

The difference between customers and clients

Who pays and who says – striking a balance

Selling both the tangible and intangible

Social return on investment – opportunity or threat?

In summary

Find out more

Chapter 12 - Managing Money

Keeping your finger on the pulse – good cash flow

Managing money flowing in

Managing the money flowing out

Monitoring cash flow

Budgets

Costing, pricing and why full cost recovery is vital

Getting paid – how to ask and when to chase

Assets and reserves – what’s good and what’s risky

In summary

Find out more

Chapter 13 - Being Different, Looking Different

Branding in a nutshell

To brand your organisation

Why people prefer social enterprises

Practical ways to look professional

The Social Enterprise Mark

In summary

Find out more

Part Five - How to Share

Chapter 14 - Effective Communication

Saying it like it is

Customer recruitment

Client recruitment

Online and offline promotion

Getting the press to cover your news

In summary

Find out more

Chapter 15 - Building a Winning Team

The evolving organisation – when to recruit

Defining roles and finding people

Managing volunteers

Recruiting other people

Setting goals and nurturing motivation

In summary

Find out more

Chapter 16 - Building Your Community

Building your enterprise family

How to collaborate

Online social media and how to use it

Your website and how to use it

In summary

Find out more

Chapter 17 - Keeping Perspective

Work-life balance

A healthy and happy workplace

In summary

Find out more

About the Author

Other Books by Robert Ashton

Index

“How to be a Social Entrepreneur is an essential read for any aspiring or existing social entrepreneu r. Full of practical examples of real life social enterprise scenarios and written in Robert’s usual uncomplicated format, this book has elements everyone in this sector can implement in their aims to make a difference and harvest a social profit.”

Marc Davies, Wales Co-operative Centre Limited, walescoop.com

“As a director of a community led Community Interest Company confronting both the challenges and opportunities for a social enterprise working with the Public sector I found this book wide ranging, accessible and rather reassuring. It tells me what I need to know in language I can understand.”

Jenny Morris Bradshaw, Hartismere Health and Care CIC, Suffolk

“You’ve got to get your hands dirty if you want to be a social entrepreneur – don’t pontificate just do it. Grit under the nails and hard work is what counts if you want to build a successful social enterprise, after all you’re building a business not going on a Sunday stroll. This very practical book will guide you as to what it takes to be a social entrepreneur. Enjoy it and then do it!”

Lord Andrew Mawson OBE, author ofThe Social Entrepreneur: Making Communities Work, amawsonpartnerships.com

“Social enterprises need social entrepreneurs. This book will help you decide is you’ve got what it takes to be one.”

Peter Couchman, Chief Executive, Plunkett Foundation, plunkett.co.uk

“A comprehensive, accessible and valuable guide for those setting out on the social enterprise journey and reassuring advice for those already well on the road. I was genuinely impressed by how comprehensive it is!”

Peter Holbrook, CEO, Social Enterprise Coalition, socialenterprise.org.uk

“Anybody with a passing interest in creating a better world should read this book. Robert skillfully manages to hold our interest with a variety of real-life case studies while equipping us with all the tools we need to imagine, establish and grow our own social enterprises.”

Paul Fleckney, Budding Social Entrepreneur, Melbourne, Australia

“In this time of global economic recovery, we need more social enterprises to champion the architect of change to make the world a better place for all. Robert’s book is a treasure filled with practical insight and knowledge that will give you the edge to start, grow a sustainable and successful social enterprise!”

Stephen Gyasi-Kwaw, CEO /Founder Youth Enhancement Int. Host Global Entrepreneurship Week -Ghana, Fellow of School for Social Entrepreneurs UK

“A refreshing take on the social enterprise phenomenon, with a welcome emphasis on the nitty gritty aspects; I particularly enjoyed the section on sales, which is a fundamental topic too often neglected.”

Andy Brady, ‘3rd Sector Futures’, Anglia Ruskin University, anglia.ac.uk

“Robert offers plenty of practical advice, illustrated by examples of people who are already out there doing their bit to change society for good. So if you want to change the world, but aren’t quite sure where to start, then this is the book for you.”

Rob Greenland, www.thesocialbusiness.co.uk

This edition first published 2010

© 2010 Robert Ashton

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Library of Congress Cataloguing-in-Publication Data (to follow)

ISBN 9780857080608 (Print), ISBN 9780857081377 (Ebook), ISBN 9780857080622 (ePub), ISBN 9780857081377 (eMobi)

A catalogue record for this book is available from the British Library.

Set in 10 on 13 pt Meridien by Toppan Best-set Premedia Limited

Acknowledgements

Writing a book is perhaps as close (being a man) as I can ever get to having a baby. You court a number of commissioning editors before finally clinching a deal. Then the project grows inside you until eventually you go into a literary labour and force it out. Next it screams out for attention on Amazon and from bookstores around the world, demanding attention and, we all hope, winning the admiration of many. And of course you also have the launch party to wet its head.

This is my 12th book and so to develop the analogy, you’d think it would pop out in a flash with little pain. If only that were the case! A book on social enterprise needs a lot of careful pre-natal research. This particular baby has emerged into a world where many people have strong views on social enterprise and not everybody agrees. I’d like to thank those I’ve consulted for their generous input. Not all are mentioned and some were ignored, but that’s life I guess!

So who else deserves thanks for their part in making this book possible? Well we have to start with Ellen Hallsworth who saw the potential and a deal was struck over coffee at the Tate Modern. Her assistant, Jenny Ng, ran an expert, gently critical eye over the manuscript, helping me knock off the rough edges and fill in a few gaps. And of course the marketing team has also played a key role in this book arriving in your hand.

My labour pains were eased by my team here at Turnpike Farm. Bella kept our other work commitments at bay whilst Jess checked the first draft and made sure the case studies were accurate.

Finally of course, it fell upon Belinda my long suffering wife to hold my hand, offer soothing words and stroke my anxious brow as I pushed all 50 000 words out. Without her tolerance, fortitude and common sense I would surely have died in labour.

Introduction

My good friend Edward, an IT expert, mentioned that I was writing this book to one of his clients. They are long established advisers working in the charity sector who also run training workshops for people wanting to start social enterprises. Their response illustrates perfectly why this book has such an important job to do.

‘Who wants to read a book about how to be a social entrepreneur?’ they said, seemingly surprised that anyone would do such a thing. And that is the problem this book seeks to address. The fact is that for those who want to make a difference, and do it in a way that is financially sustainable; this book is an essential read. It tells you how to do change the world and make money, by becoming a social entrepreneur.

Traditionally the weak and vulnerable in society have been helped along by charitable giving. Coffee mornings, gala dinners and sponsored sporting endeavours and street collections, together with public funding have enabled the charity sector to grow to meet the ever present need.

As funding tightened, so social enterprise became fashionable, but it was never really taken as seriously as it ought. Some of course rose to the challenge magnificently, transforming lives, taking control and leading the way. Others saw it as a route to more funding and never really believed any social enterprise could be self sustaining.

The second decade of the 21st century marked a significant shift in the way people see the world. For the duration of this decade, it is unlikely that politicians in any nation will have money to spare. Funding for health, education, social welfare and more will be bitterly fought over and barely sufficient when won.

Climate change has leapt from a fringe anxiety to a major driver of behavioural change, by everyone and almost every organisation around the world. Change creates opportunity as well as confusion and a new generation of community organisations is emerging to generate power, grow local food and re-build communities.

As the pundits are increasingly predicting, tomorrow’s entrepreneur will be a social entrepreneur. More confident shaking hands than shaking a collecting tin; more confident negotiating innovative, collaborative partnerships with those able to help them further the cause and more confident that profit is good, because of the freedom it gives you to do good.

If you want to take control of your future, perhaps of your organisation’s future too, you need to become a social entrepreneur. Making money alone is no longer enough. You have to visibly, measurably and enthusiastically make a difference too!

Part One

What

1

The Essence of Social Entrepreneurship

‘The worst sin toward our fellow creatures is not to hate them, but to be indifferent to them: that’s the essence of inhumanity.’

George Bernard Shaw – The Devil’s Disciple, Act 2

A new way to view the world

Social entrepreneurs are people who see the world differently. They see opportunity where others see challenge. They see potential where others see problems. What makes them different from other entrepreneurs is that they have a very strong social conscience. Creating vast personal wealth or a large corporation does not excite them half as much as creating sustainable social change.

There is a difference clearly between a social entrepreneur and a social enterprise. This was explained to me very clearly one day by Charlotte Young who chairs the School for Social Entrepreneurs. It’s obvious when you think of it. Of course one is an individual and the other an organisation but here’s the point Charlotte made that most people miss:

‘Not all social enterprises are started by social entrepreneurs and not all social entrepreneurs start social enterprises.’

The School for Social Entrepreneurs website defines a social entrepreneur as:

‘someone who works in an entrepreneurial manner, but for public or social benefit, rather than simply to make money. Social entrepreneurs may work in ethical businesses, governmental or public bodies, quangos, or the voluntary and community sector.’

What makes a social entrepreneur?

A social entrepreneur is usually someone with a real, urgent driving passion to change something they feel strongly about. Often they have witnessed first hand the indignity of a particular social problem and decide to do something about it.

Qualified by personal experience, they are driven by a desire to right a social injustice or simply to make the world a better place. What they may lack in enterprise skills they make up for with doggedness and relentless energy. Give them the skills and you can see world-changing results.

It’s really important for you to understand this difference between the social entrepreneur and a social enterprise. Some people find themselves running social enterprises by default, rather than choice. They may not have the attitude, skills or experience or even desire to be a social entrepreneur. More often than not it is an additional responsibility that’s been thrust upon them by someone further up the line in their organisation.

For example:

• A Board of Trustees decide that they want the charity they govern to reduce its reliance on grants and generate income. A very capable, caring senior manager finds themselves leading in a new area they barely understand;

• A major funding source is lost and faced with imminent closure, a charity team decides to sell their services to paying clients to subsidise service delivery. In theory, this is possible. In practice it means learning to sell and market to a discerning customer group what has until then only been offered for free to the disadvantaged;

• A public sector department finds itself at risk of closure. Some jobs will transfer to a larger contractor, but most will go. The team decides to form a social enterprise and bid for the contract themselves. They also plan to win work from neighbouring authorities to create the additional budget they need to survive. Driven by concern for their jobs and service users, they are taking a giant leap into the unknown.

Social entrepreneurs, as the School for Social Entrepreneurs suggests, can be found in all kinds of organisations, as well as working on their own. In fact as my own experience illustrates, you don’t need permission to be a social entrepreneur. You just need the passion and drive to make a difference, coupled with the enterprise skills to make it happen.

Finally, here are three well known examples of social entrepreneurs who have started very successful social enterprise.

Michael Young (of Dartington) – helped set up more than 60 organisations in his lifetime, including the Open University, the Consumers’ Association and the School for Social Entrepreneurs.

He became a political researcher early in his career which gave him an insight into how communities worked and were influenced. His vision for a more equal society grew out of this work. Empowering individuals to take greater responsibility for themselves and their neighbourhoods became a theme that ran though his work.

Jamie Oliver set up Fifteen to provide opportunities for disadvantaged young people to enter the catering industry. His own background, raised in an Essex pub and leaving school without qualifications to attend catering college, was far from unique. His big break came in 1999 when spotted by the BBC whilst working at The River Café in Fulham. His media career grew from there.

As well as founding Fifteen, Oliver has campaigned widely on issues close to his heart. He bought the varying quality of school dinners to national attention, doing much to improve what schools offer young people to eat.

Muhammad Yunus was a university academic who set up the micro-finance organisation Grameen Bank in Bangladesh. It was witnessing a famine in 1974 that prompted him to explore ways of increasing the self sufficiency of the rural poor.

He recognised that very small loans, although they could make a huge difference, were not being made because the poor could offer no security to the bank. His Grameen Bank developed a business model where the whole community took responsibility for borrowers repaying their loans.

Leadership beyond authority

You do not need authority to lead social change. Too often it is those in authority who are holding back the change you want to see. Of course there is a fine line between rebellion and campaigning for positive change. Perhaps the difference is in the extent to which others have a hunger to see you succeed. For example:

• Without the Suffragettes’ very public protests in the early 20th century it might have been many more years before British women won the right to vote.

• Without Nelson Mandela and his fellow ANC campaigners, it would be harder for black people in South Africa to start and grow their own businesses. ➙

Without Stephen Whittle, a campaigning academic and founder of the organisation ‘Press for Change’, transgender people in the UK would probably be facing greater prejudice.

You could say that these three were all political campaigners. In part you would be right, but what drove them was their desire for social change. Challenging the political status quo was just one way they brought about the changes they wanted to see, for those they cared deeply about. Each of the examples above fits with the School for Social Entrepreneurs’s definition of a social entrepreneur.

But what, you might ask, about some of the other campaigns we have seen in recent years? Are all of them examples of social entrepreneurship? Take ‘Real Fathers for Justice’ as an example. It’s a lobby group campaigning for a better deal for divorced dads. Like the Suffragettes, their members chain themselves to railings and get arrested. Like Nelson Mandela, their members are prepared to go to prison for their beliefs. The difference perhaps is that they are campaigning for their own rights, rather than for the wider social or public good.

What works

To bring about the social and environmental change they want to see, social entrepreneurs often bump into political barriers. What works for them is that they want to change the lives of others more than they want to change their own life. Use this as an Acid Test of any social entrepreneur you meet.

Leading Beyond Authority is the ethos that underpins the work of the independent and international leadership development charity, Common Purpose. The organisation runs leadership development courses in 13 countries around the world. The courses bring together people from the private, public and not-for-profit sectors.

The organisation takes people from a broad cross section of the community and exposes them through a learning experience to the complex issues and leadership challenges in various sectors, cities, regions and countries. The courses have a local, city, regional, national or international focus.

The charity’s founder, Julia Middleton, set up Common Purpose because she realised how few people have the opportunity to really understand how to lead in partnership and work collaboratively with a clear understanding of context and how decisions impact society, organisations and individuals. ‘We all know the sector we work in’, she told me, ‘but increasingly those sectors are independent. How can you lead lasting change without an understanding of how everything fits together?’

In an age of career specialism, it is increasingly difficult for leaders to understand the impact of change in one sector upon others. Yet people’s lives are in reality complex, all affected to some extent by health, education, faith, justice and commerce. To lead beyond authority effectively, it helps to be able to assemble that human jigsaw.

Moved to make a difference

For many people, programmes such as Common Purpose are the catalysts that spark their personal revolution. You might be a Common Purpose graduate, or more likely to have simply been prompted by some event to realise that you have the ability to make a real difference in perhaps a very modest way.

But a catalyst alone does not start a reaction. You’ll remember from your chemistry lessons at school that you also need two or more other compounds. These, with the catalyst’s help, are changed into something new.

So what are those compounds that lie within your reach, as they do with every potential social entrepreneur, waiting to be unlocked in some way? Usually they are experiential. Something that has happened in a person’s life that when conditions are right, emerge to provide emotional fuel for the campaign that they choose to mount.

Remember that definition of a social entrepreneur. It is someone who works in an entrepreneurial manner for public or social benefit. Can you now recognise how some of the people you know are actually, in perhaps very modest ways, social entrepreneurs?

They are the people who actually challenge the status quo and step forward. They become sufficiently moved by what they experience or witness that they decide to do something about it. In today’s world, the only way to bring about sustainable change is through being enterprising and entrepreneurial. But almost inevitably, something or a combination of different things has provoked them into action.

In the next chapter, we will look at these precursors to social entrepreneurship more closely. If you are to really succeed as a social entrepreneur, you need to dig back into your life to find the events and experiences that will combine to create what makes you uniquely placed and ably qualified for that role.

Here’s my summary of this very important point:

Your success as a social entrepreneur will be directly proportional to the passion you feel for what you are trying to achieve. The more pain you have suffered or seen, the more passionately you will pursue your goal and the greater the impact you will have.

Earth, wind and fire – the green dimension

With the exception of a handful of meteorites, there is nothing on this planet that was not there when it was formed. Every atom of every element that makes up our world has always been here. The catalyst that has enabled things to change, evolve and develop is sunlight. The light and warmth of the sun is all that has been added and for the foreseeable future, all that ever will.

In other words, the planet is a finite resource we all need to take great care of. The scientist James Lovelock studied the way that everything is interconnected. His Gaia theory is widely followed. It suggests that climate, atmospheric composition and sea salinity are all regulated by the world’s biomass. In other words, that living things adapt in ways that enable them to best use and maintain the very finely balanced physical environment needed to support life.

Here are some issues that might motivate you to be a social entrepreneur:

• Climate change is going to change everyone’s world, sometimes in very dramatic ways, as rising sea levels engulf low lying regions. Do you want to change behaviours in ways that reduce carbon emissions? New industries, such as wind generation, are emerging to provide clean electricity. Can you introduce new ways of balancing human need with our environmental impact?

• Sanitation is a global concern, from European nations pouring raw sewage into the sea to millions of people across Asia and Africa with no access to toilet facilities whatsoever. Just as the bottled water industry has done much to fund well sinking in the developing world, so too could businesses connected with the bathroom fund better sanitation with the huge health improvements this can deliver. Could this be your opportunity?

• Poverty is visible on the streets of every city in the world. Just as The Big Issue is slowly spreading its business model around the world, so too could you be combating poverty in a real and sustainable way. In London, there is a catering company that employs the homeless as waiters. This not only pays them a wage, but it enables them to mix with people from all walks of live without the embarrassment of being on the street. Does your career background equip you to do something similar?

• Ageism is a growing problem in Western society. Older people are going to have to remain at work for longer as few have adequate pension provision. Just as B&Q makes a point of hiring older people to provide DIY advice to shoppers, you might also have a business idea capable of employing older people in an innovative and interesting way.

The problem is that mankind is now so populous and advanced that our activities are disturbing the natural equilibrium Lovelock describes. Issues such as deforestation, intensive agriculture, pollution and the burning of fossil fuels are all changing the world faster than it can naturally adapt.

The environment is the final dimension to the social entrepreneur’s world. Sustainability is only achieved when you successfully balance people, planet and profit. Neglect one and you jeopardise the others. Many would say that failure to maintain this balance is one of the reasons our world is facing environmental challenges such as climate change.

This balance between people, planet and profit is called the ‘triple bottom line’.

The triple bottom line is increasingly becoming a concern for organisations of all kinds, not just those with a strong social or environmental purpose. It is of particular concern to multinationals who need to know that their local businesses and suppliers are behaving responsibly. This is because their customers and end users want to know that they are not damaging the planet, or abusing people in the pursuit of profit.

The Corporate Responsibility Coalition commissioned The London School of Economics to review what was happening in this area. Their report, titled ‘The reality of rights’, was published in May 2009. It concluded that; ‘the activities of transnational enterprises can promote economic development and generate wealth and prosperity, thereby enhancing the realisation of a broad range of economic and social rights. On the other hand, there is no doubt that they can and do perpetrate human rights abuses affecting both workers and communities in many of the host countries in which they operate around the world’.

In the developing world at least, human rights and environmental damage seem almost always to be interlinked. The report cites a few examples:

• Significant disruption to communities living along oil pipelines in Georgia.

• Establishing a bauxite smelting within a protected forest in India, considered sacred by locals.

• Acid rain from oil well gas flares in Nigeria corroding local housing.

Each of these examples, cited in the report, involve multinational corporations that in these situations at least, appear to have put profit before planet or local people.

For many, it is witnessing situations like this that prompt them to become social entrepreneurs or campaigners. Often it takes local people to see the opportunity to benefit from what might at first appear an intrusive disadvantage. Even if all they achieve is community compensation to fund projects that improve health, education, sanitation or economic survival.

Green Light Trust

In 1988, Ric Edelmann and Nigel Hughes travelled to Papua New Guinea in search of primary rainforest. It had been their long-held wish to witness this most prolific and spectacular ecosystem.

With local tribesmen, they trekked through the dense Hunstein forest of the Upper Sepik, home to some of the 34 different birds of paradise, and many species of flora and fauna then still unclassified.

They learnt that the entire region – 2,000 square miles of pristine forest – was earmarked for the biggest logging operation yet to hit Papua New Guinea. There and then they pledged to support the people in protecting their unique homeland.

They were also asked what was happening in the UK to protect our woodlands and wild spaces for future generations.

Ric and Nigel’s commitment to developing these initiatives led to the forming of Green Light Trust. Ric, Nigel and their team have helped many British communities establish, maintain and enjoy their own community woodland. The process helps people reconnect with their environment, get to know their neighbours and most importantly of all, create wild-spaces to be enjoyed by future generations.

The charity also provides environmental training for schools and business as well as working with communities.

There really is no escaping the fact that people, planet and profit are all equally important to the social entrepreneur.

In summary

Not all social enterprises are started by social entrepreneurs and not all social entrepreneurs start social enterprises.

Social entrepreneurs can be found in all walks of life and sometimes in the most unlikely jobs.

Passion and sometimes pain are what drive most social entrepreneurs.

What you do is often dictated by experiencing or witnessing injustice.

You don’t need to wait for permission to be entrepreneurial : just do it!

People, planet and profit are all equally important to us all.

Find out more

School for Social Entrepreneurssse.org.ukFifteenfifteen.netGrameen Bankgrameen-info.orgPress for Changepfc.org.ukReal Fathers for Justicerealfathersforjustice.orgCommon Purposecommonpurpose.org.ukThe Corporate Responsibility Coalitioncorporate-responsibility.orgGreen Light Trustgreenlighttrust.org

2

Social Enterprise — Past, Present and Future

‘When the first baby laughed for the first time, the laugh broke into a thousand pieces and they all went skipping about, and that was the beginnings of fairies.’

J M Barrie – Peter Pan, Act 1

In the beginning

Social enterprise is no fairy tale. Social entrepreneurs have always existed and always will. There have been businesses we would recognise as social enterprises for as long as there have been businesses.

What has changed is the language of social enterprise. Let’s start with a definition. The Social Enterprise Coalition is a national organisation that represents and supports social enterprise in the UK. Their definition is this:

‘Social enterprises are businesses trading for social and environmental purposes.’

This is perhaps the best of the many definitions you will encounter. It makes it clear that a social enterprise is a business first and foremost. What sets these businesses apart from others is that they are trading for social or environmental purposes. In other words they set out to make a difference as well as a profit. More usually than not, much of the profit they make is reinvested in their cause.

Arguably, until the Industrial Revolution, all businesses traded for social and environmental purposes. That is because:

• Businesses were small and local – their customers, employees and owners all formed the same community. It made sense to be popular.

• Businesses relied upon local resources to provide most of the raw materials they required. They instinctively worked in ways that sustained those resources.

• Britain was sparsely populated and transport poor. Communities recognised the interdependence of their local economy and worked together to protect it.

Of course life and enterprise were not perfect in those days. People did not know the full repercussions of all that they did. There was little education and people mostly learned by word of mouth and experience. They did what they knew would work.

With the Industrial Revolution came dramatic change. Mechanisation created opportunities for mass production. People migrated from the countryside to work in the newly built urban mills and factories. The towns grew to accommodate the influx of workers. People became distanced from their roots and work became something you did in a factory, rather than simply being a way of life.

Some of the early industrialists exploited their workers, their suppliers and the environment. They focused solely on the immediate opportunity to make large profits. Many grew very wealthy and went on to become philanthropists.

Andrew Carnegie