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Localism, community involvement and the social economy: What are the opportunities and challenges facing the not-for-profit sector in terms of regeneration?
Journal of Urban Regeneration and Renewal,
11
(4),
343-354
(2018)
Abstract
This paper is an overview of the contribution of the not-private and not-public sector to regeneration. Often called the third sector, community-based organisations and ventures which have aims that benefit their local community but which don’t return financial dividends to their board of directors or trustees have been a familiar part of the regeneration landscape for some years. A common label we have learned to know is ‘social enterprise’ — a community-based organisation with a private sector-type structure that engages in commerce of different kinds. These are the key organisations that can develop a trading surplus and therefore have some ‘profit’ to dispose of, and they have been around long enough to have their own professional and membership bodies such as Social Enterprise UK,1 and their own good practice. In looking at the opportunities and challenges facing such organisations, we have identified a number of ‘Top Tips’ to support them in their regeneration activities, including: Have the right structure for your organisation; Have the right business planning approach; Have the time to bring local people and businesses in to share your initiative — and to bring their time as well.
Keywords: not-for-profit; localism; community; social economy; regeneration
The full article is available to subscribers to the journal.
Author's Biography
Maurice Mccartney is an adviser and training provider to start up and established social enterprises, charities and other businesses. He has run programmes on business planning, governance, business improvement and financial planning for organisations such as the Wales Co-operative Centre and Plunkett Foundation. He is Entrepreneur-in-Residence at the University of Oxford Careers Service where he delivers business experience programme and mentors students and Alumni who wish to start a diverse range of new businesses. Maurice is a Director of Oxford Wood Recycling Ltd a social enterprise in the wood reuse sector and a Trustee at Disability Can Do, a charity supporting disabled adults and carers in Caerphilly, Wales. Previously Maurice worked in commercial sales, marketing, distribution and policy management roles.
Andrew Maliphant is a freelance project management consultant with over 20 years’ experience of regeneration. Following early private sector employment Andrew took the Heritage Management postgraduate course at the Ironbridge Institute in Shropshire, England, effectively the first such course on practical regeneration. Since then he has worked on market town regeneration in Cumbria and the Forest of Dean, the regeneration of the city of Gloucester and a programme to break cycles of deprivation in housing areas in Oxfordshire, as well as policy work for the UK Government body the Countryside Agency (now Natural England). He is particularly interested in local and community approaches to regeneration, and is currently working on local determination at a parish level as well as supporting a range of social enterprise projects around the country. His Local Regeneration Handbook was published October 2017.1
