A guide to third sector trading - WCVA
A guide to third sector trading - WCVA
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 />
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