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A guide to third sector trading - WCVA

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It’s an idea, but is it business? A <strong>guide</strong> <strong>to</strong> <strong>third</strong> sec<strong>to</strong>r <strong>trading</strong><br />

1: Getting<br />

started<br />

2: First steps 3: Business<br />

planning<br />

4: Legal and<br />

governance<br />

5: Funding<br />

and<br />

resourcing<br />

6: Financial<br />

controls<br />

7: Managing<br />

growth<br />

8: Management<br />

and<br />

governance<br />

9: Social<br />

enterprise<br />

10: Sources<br />

of support<br />

• risk aversion<br />

− unwillingness of public bodies <strong>to</strong> allow or encourage<br />

community organisations <strong>to</strong> take up challenges which might<br />

involve risks – most obvious in persistently negative attitudes<br />

<strong>to</strong>wards asset transfer initiatives<br />

− unwillingness of community organisations <strong>to</strong> ‘gamble with’ (ie<br />

<strong>to</strong> invest) the public money they are responsible for<br />

− the necessary restrictions on the use of charity funds<br />

• the isolation of innovative projects and their leaders, who may<br />

mistakenly feel they<br />

− don’t have time for networking or attending conferences<br />

− are ‘<strong>to</strong>o different’ <strong>to</strong> fit in<strong>to</strong> other people’s funding criteria<br />

− don’t need others telling them how <strong>to</strong> develop.<br />

• the unrealistic expectations of quick or unachievable results<br />

for businesses which are sometimes cultivated by public officials<br />

and politicians<br />

• lack of skills among enterprise which have taken the plunge<br />

in<strong>to</strong> loan finance but have failed <strong>to</strong> understand the importance<br />

of sound market research, business planning, risk management<br />

and financial management<br />

• obstacles presented by legal structures – the widespread use<br />

of charities as social enterprise vehicles and the failure of the<br />

Community Interest Company legislation <strong>to</strong> provide anything<br />

radically better for emerging enterprises<br />

• lack of coherent leadership across what is sometimes referred<br />

<strong>to</strong> as the ‘social enterprise sec<strong>to</strong>r’, where<br />

− a variety of support agencies have promoted different and not<br />

always consistent approaches <strong>to</strong> sustainability, grants funding,<br />

development, asset transfer, investment etc<br />

− proactive advice and encouragement for entrepreneurial<br />

thinking is sometimes less accessible than sources of<br />

information for those who already know what they need <strong>to</strong> do<br />

• confusing finance options – where it is not the lack of finance<br />

but the difficulty for inexperienced people <strong>to</strong> understand and<br />

locate the arrangements they need, which can be caused by:<br />

− limited support for enterprises in making complex finance<br />

decisions<br />

− the variety of financial scheme with different levels of funding<br />

and different conditions<br />

174

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