Exploring the social enterprise ecosystem in regional NSW – 4 things to know
Setting an impactful approach
1. Engage, exchange, listen and learn ↓
Taking time to engage with the local community allows places to unfold. Conversations with community members and stakeholders can peel back layers of the community, giving you a deeper and more meaningful understanding of the local context.
There is a fatigue around top-down programming imposed in regions – they need approaches designed by and for the community. This requires community engagement, which can only take place by developing relationships, which takes time and trust needs to be earned.
It’s important to spend one on one time with community leaders and entrepreneurs and create the space to listen deeply and understand the opportunities and challenges they are experiencing locally. Being clear about who you are when you visit the region, being very up front about your intentions and about why you are talking with that person are vital. Transparency and clarity can unlock the privilege of being invited to listen and learn directly from community. It will underpin your ability to get granular advice about how to structure your activities in a way that is acceptable and accessible to a diversity of entrepreneurs.
Partnering with other organisations who can help you connect with the people who would benefit most from activities is critical here.
EmpowerHER prioritises participation of First Nations entrepreneurs, so we sought support from the Local Aboriginal Land Councils, local Elders and community leaders, and partnered with Yarpa Hub – an organisation that supports Indigenous businesses and entrepreneurs to build their capability and connect to various opportunities. With their help we were able to connect directly with First Nations entrepreneurs and local stakeholders.
2. Use accessible language ↓
Removing industry jargon or terminology will help connect with impactful organisations.
Many founders and business leaders, including First Nation entrepreneurs we spoke to in the areas we visited were not familiar with terms like social enterprise, investment readiness or impact investing. Local changemakers connected more to “purposeful business” or “community enterprise” and “funding”. And framing social enterprise as “for purpose” can be confusing as “working for their community” is a matter of course for First Nation businesses.
We as a sector need to opt for accessible language to remove barriers and make opportunities more visible for social entrepreneurs and businesses seeking support.
3. Create local infrastructure ↓
Regional communities are tired of fly in / fly out service providers. They want to work with organisations that are embedded and respected in community and can sustain efforts well after funding cycles end.
Partnering with a local organisation to support local purpose-led businesses will help programs or services be culturally safe and accessible – and ensure the long-term support of social enterprises in the region. When looking for a long-term partner especially in regional areas, make sure you consider not only their alignment to what you’re trying to achieve, but also which members of the community can access them and their physical location.
4. Gauge conditions for change ↓
There are a number of conditions that signal an area’s appetite, need and readiness for change.
Understanding the key issues for the community group you are focusing on in a specific region is one. EmpowerHER supports social enterprises that are seeking to make a positive impact on women experiencing disadvantage, so we explored common themes of disadvantage across regional NSW. While family and domestic violence, lack of affordable childcare and housing and ingrained gender norms are among the common themes, the way communities are addressing them is different.
Understanding the culture of a community is also important for activating change in a region. Where local government and business leaders are committed to social justice issues and there is community momentum for change, with visible diverse leaders in community, there are more purpose-driven activities in place.
Economic resilience, financial support and access to resources are also key indicators for how ready a region is for social enterprises.
Social enterprises in regional areas have limited access to resources and support.
To help level the playing field and build the capability of these early-stage social enterprises focused on making a positive impact on women experiencing disadvantage, we developed the EmpowerHER: Activating Changemakers Program – a program that closely aligns with our commitment to being gender aware.
After securing support from the NSW Government Office of Social Impact Investment we were eager to jump in and activate the program in the two regions where we would have the most impact. But we quickly realised that data about the number and location of female-focused social enterprises and their capability needs was extremely limited. We had to take a step back and explore the social enterprise ecosystem in regional NSW, before we could move forward. And this meant spending time in community.
As part of a roadshow, we visited six locations in regional NSW, connected with local community networks and business hubs, and explored social enterprise activities and infrastructure in each region.
Setting the foundations for a successful future
During our research we were incredibly excited to see areas in regional NSW addressing gendered social problems through a business lens. There are many early-stage and established business models in the regions unlocking great outcomes for women that have a pathway to sustainability.
We’ve also learned that the best way to support these social entrepreneurs is to take our time to understand the local community’s needs, issues and conditions. To speak their language and seek their advice. And create long-term infrastructure that will support them on an ongoing basis.