The Social Investment Market in the UK
Slowly the world economy is recovering. During the recession social enterprises, in the main, appear to be growing and to be profitable whilst achieving their social ends. Social entrepreneurs’ optimism remains high. Social investment in social enterprise
Slowly the world economy is recovering. During the recession social enterprises, in the main, appear to be growing and to be profitable whilst achieving their social ends. Social entrepreneurs’ optimism remains high. Social investment in social enterprise
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Privatisation of Public Services and The Role of Social Enterprises
This paper focuses on privatisation during the 1980s to the present day, with special emphasis on the role of the social enterprise in the area of commissioning.
Privatisation momentum is often cited as having attained its peak under the leadership of Ronald Regan in the USA and Margaret Thatcher in the UK. However, as Megginson and Netter point out, it should be kept in mind that although it is tempting to conclu
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Third Sector Governance
Third Sector Governance
Transparency and the Obligation of Leadership From the European and North American Perspectives
This paper explores governance and leadership covering a wide range of issues impacting on third sector governance including outlining different models of governance, the importance of and implications related to strategic planning, role and responsibilit
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Good Results Will Be Addictive
High Engagement Giving/Venture Philanthropy: Future Trends
John Pepin and Associates Limited has looked at its experiences and the
experiences of its clients, leveraged other public research, and interviewed international thought leaders to establish some predictions as to the positive trends that will be felt f
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Existing Venture Philanthropy Funds - Characteristics: A Preliminary Overview
In preparation for the European Venture Philanthropy Association conference on revenue generation (April 2008), JPA Europe Limited and Aperio have undertaken preliminary research to explore patterns between venture philanthropy investors, funds and client
The field of venture philanthropy (VP) is at the forefront of innovation and creativity within the third sector around the world. It has proven itself to be valuable within the markets where it has taken hold, demonstrated not least by the growth in the n
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Performance Management – Must Have or Nice to Have?
JPA Insight’s Experience and Learnings Applying Tested Corporate Sector Data Management Approaches to the Third Sector
Answers such as “pretty well”, “could be better” or the more scientific “we’re up by a bit” never have been adequate and certainly won’t be in these tougher times. I exaggerate somewhat to make the point of course, but there are organisations that operate
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SHARING WITHOUT MERGING
A Review of Collaborative Working and Sharing Back Office Support in the Voluntary and Community Sector
This report offers a wide review of current and potential approaches to
collaborative working in the UK’s voluntary and community sector especially as it relates to long term collaboration, sharing back office supports and infrastructure,
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Growing Your Trading and Enterprise Profitability - Enhancing Your Financial and Social Return
There is no trading enterprise on this planet that cannot be improved. Complacency can be the biggest enemy of all.
Markets change and so must those who trade in those markets. As an example JPA has recently worked with a hospice organisation with a retail trading arm. Profitability and hence the amount transferred to the charity was of concern to the trading board.
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Choices Have Consequences - Collaboration
Strategic Issues, Process and Benefits - Some Preliminary Thoughts
Government, investors and other funders are putting pressure on the voluntary and community sectors to save money, invest effectively and avoid duplication and waste. They increasingly expect their money to achieve an impact, to provide a return for their
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Venture Capitalists and Entrepreneurs - Become Venture Philanthropists
These are challenging times for charities. Over 180,000 charities in the United Kingdom are competing directly or indirectly for clients, volunteers, members, and for the time and resources of supporters.
To remain vital, to stay ahead, a charity’s leadership must not stand still. They must innovate, becoming more socially entrepreneurial, creating and implementing new ways to generate additional and diverse sources of revenues. They must learn to manage i
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