Comparing educational experience, culture and academic practice within Europe can often be an interesting and rewarding exercise. The observations in this article are based on the author's experience of six and half years' teaching at two universities in Bavaria, the completion of a doctorate at the Free University Berlin, two degrees at the University of Edinburgh (one in history, the other in social sciences), and, most recently, two years' teaching in the Politics and Contemporary History Subject Group at the University of Salford in the United Kingdom. The aim is to reflect on the experience of teaching in two different European academic systems, with a view to making some comparisons as well as observations on the changes which have taken place in the UK higher education system over the last two decades.

In the United Kingdom, there has been a resurgence of interest in philanthropy amongst the media, policymakers, and scholars alike. In this context, the analysis of new and innovative forms of philanthropy is paramount. This paper focuses on an innovation in the philanthropic form: the community foundation. The success of community foundations in the United States provided the impetus for the establishment of community foundations in the UK in the 1980s. This paper examines how the community foundation form has been adapted to the UK and the factors which have influenced the development and roles of British community foundations. It is argued that this study is both timely and important for three reasons. First, the analysis of new structures through which people give furthers our understanding of Britain’s culture of giving. Second, the paper examines the role of community-based philanthropy in the civil renewal of Britain’s communities. Finally, the study makes an important contribution to efforts to promote the community foundation form worldwide as it highlights the challenges of transferring philanthropic forms from one context to another.

This paper explores the legitimacy of third sector organizations in the policy process in the United Kingdom. It draws on empirical research to examine how legitimacy is defined, both by third sector organizations and by those they target within government. The paper argues that while many third sector organizations give high priority to political forms of legitimacy—in the sense of participatory structures and accountability to members and beneficiaries—government is generally more likely to give priority to technical forms of legitimacy, e.g., the quality of research and the ability to implement policy. Nonetheless, political legitimacy is still important, first because this is the form of legitimacy that third sector organizations claim for themselves and second because, as government gives way to governance with an increase in partnerships and collaboration, the dilemmas faced by third sector organizations in achieving political legitimacy are being faced on a broader canvas.

Within the mixed economy of care in the United Kingdom there are debates about the ways in which impact can be evaluated, in order to shape funding and policy decisions. One of the tensions evident in this debate is whether the evaluation approach should reflect the perspectives and goals of the voluntary organizations and their members, or whether evaluation should reflect the wider goals of the whole system of provision. The former runs the risk of being insular and self-congratulatory, while the latter may be inappropriate and dismissive of achievements. This paper explores this tension by reporting on a study that used Appreciative Inquiry to evaluate 10 small-scale not-for-profit schemes for older people. The data indicated some unexpected and long-term impacts that demonstrated the distinctiveness of the sector. Subsequently the findings were mapped on to the “impact grid” developed by Wilding and Lacey (2003). While this was straightforward at the levels of individuals and interorganizationally, it was more difficult at the sector/community level, suggesting that more work needs to be done to bring these two perspectives together.

This paper uses research from two projects, conducted for Sport England and for the Central Council of Physical Recreation (CCPR), to analyze pressures on volunteers in sport in the United Kingdom (UK). Both research projects were contract research, conducted to inform policy and therefore were not designed to build on theoretical insights. However, from the results the research developed an understanding of the interrelated pressures on the voluntary sector in sport, which was informed by theory. This paper describes the pressures and relates them to previous research into volunteers. Contextualizing the issues faced by volunteers in sports organizations suggests several questions for further academic work, not only focussed on sports volunteers, but the voluntary sector in general. In particular, are the pressures experienced by the voluntary sector in UK sport common to sports volunteers in other countries, and to what extent are they also a reflection of general pressures on the voluntary sector?

Voluntary organisations have become major providers of numerous social welfare services that previously were supplied by the state. In Britain, between 35 and 40% of the average human services charity’s annual income now derives from government (predominantly local government) sources, meaning that the acquisition of fresh contracts to undertake government funded work, in conjunction with the maintenance of good relations with government funders vis-à-vis current assignments, is increasingly important for ensuring a human service charity’s financial survival. An organization that wishes to obtain new contracts and to keep government bodies satisfied with its present activities will need to market itself effectively. This empirical study examined two aspects of charity marketing relevant to this requirement: the extent to which voluntary organizations applied the principles of strategic account management (otherwise known as key account management) to their relations with government funders, and the organizational characteristics (passion and commitment, low wage costs, etc.) that they emphasized to government bodies when making bids. A number of organizational variables (e.g., mission rigidity, strategic intent, short term operational focus) were employed in regression analyses as possible determinants of: (i) the degree to which a charity used strategic account management; and (ii) the genres of the organizational characteristics that it accentuated when tendering for government funded work.

Over the last two decades, nonprofit organizations in the United Kingdom (UK) have faced increased pressure to measure their activities in order to demonstrate their competency, to achieve legitimacy, and to obtain funding. This paper draws from recent literature in the sociology of science to examine quantification in the British voluntary sector as a historically situated and socially constructed process. Using archival and secondary documents, I find that quantification is not a new practice for charities in the UK; moreover, while they have employed metrication in the past, what activities nonprofits have measured, and the importance of measurement for their organizational success, has altered over the course of the century.

The Family Expenditure Survey provides a long time series of household-level data on U.K. charitable giving, which previously has not been exploited. Data analyzed for the period 1978-93 reveal a long-term decline in the proportion of households giving to charity, which persists once we control for changes in other characteristics that affect giving, such as income and wealth. The biggest declines in the number of givers are among younger and poorer households. We also draw out generation-specific trends in a way that is crucial to thinking about future trends in funding for the voluntary sector.

This paper presents a comparative analysis of giving ethos and behavior in the United States and the United Kingdom, in particular the relationship of giving to civic life. Obvious disparities between the two countries exist when overall levels of giving are considered. In the United States, individual giving as a percentage of gross national or domestic product has consistently hovered around 2% of Gross Domestic Product. By contrast, charitable giving in the United Kingdom has yet to reach 1% of GDP. The paper identifies the differences in giving ethos and behavior in the two countries in relation to the complexity of the differences between the political structures, social attitudes, and the role of charitable giving in the two countries. In particular, the paper postulates a set of models—generosity and altruism—for explaining the differences.

This paper focuses upon ways in which National Lottery funding impacts upon aspects of identity for small- to medium-sized organizations in the United Kingdom, and highlights some of the less-anticipated difficulties that groups may experience after receipt of a grant. A large Lottery grant can facilitate rapid expansion and may necessitate a degree of organizational learning for which groups are often unprepared. The paper suggests that a Lottery grant may lead to changes in the ways in which an organization identifies itself, or is identified by stakeholders. However, these changes may not be accompanied by a corresponding change in the organization’s capacity or underlying cultural ethos. On the basis of the primary research carried out in 2003, the paper examines the implications of these changes for individual organizations and for the sector more widely.

This article examines the charity financial reporting regimes of three common law jurisdictions: Ireland, the UK and the US. It assesses whether these respective disclosure models improve either nonprofit behaviour or enforcement odds. Three core aspects of the regimes are reviewed: the reliability of the disclosed information, the consistency of such information and its ability to facilitate comparison between charities, and the level of enforcement arising from disclosure. Particular attention is paid to oversight mechanisms, including audits, and their rates of effectiveness in the regulation of charities. The article examines ongoing efforts to reform broader international accounting standards and considers the impact such moves are likely to have at both regional and national level for charity accountability. It concludes that given the markedly different spheres in which for-profits and nonprofits operate, care should be taken in modelling charity disclosure regimes on those developed for for-profit entities.

This research analyzes the concept of financial vulnerability of nonprofits in depth. We review the definitions given by the prior literature, concluding that none of them is complete. We propose a definition in which financial vulnerability consists of three dimensions: operational (variation of net assets over time), leverage (relationship between total assets and debt), and liquidity (ratio of current assets to short-term debt). We use a sample of 212 Non-Governmental Development Organizations (NGDOs) from the United Kingdom to analyze these measures, observing a limited number of nonprofits simultaneously classified as vulnerable according to the different traditional concepts. Applying our proposed multidimensional model, we find that 6 % of the sample is highly financially vulnerable according to the three dimensions, and a high proportion (18 %) of nonprofits is simultaneously vulnerable in leverage and liquidity dimensions. Finally, we compare the obtained results using traditional variables and those derived from our model.

Advanced networked technologies have the potential to support deep strategic and operational transformation within voluntary organizations as they seek to respond to shifts in the social, economic, and political spheres in which they operate. Evidence form our study of U.K. voluntary organizations demonstrates relatively low uptake of the core networking technologies and applications essential to support such transformation. Friends of the Earth and The Samaritans are exceptions to this trend. Case studies of these organizations demonstrate that they are using advanced networked technologies to reconfigure key information flows and relationships, in support of enhanced campaigning and more effective user services. The extent to which these organizations are able to exploit the transformational potential that the technologies present is tempered by historically institutionalized relationships and values by which they are characterized.

This article explores the employment opportunities, working conditions and the salary one can expect to encounter when starting out as a newly qualified academic in Ireland or the UK. The article evaluates these issues through a personal perspective and concludes that that's life! If one wants to break into academic life in either Ireland or the UK one should not expect a smooth journey, however, it is well worth it.

This paper compares climate change campaigns conducted by environmental nongovernment organizations (NGOs) in the United Kingdom (UK) and Australia. The NGOs represent a diversity of political access, financial resources, and international connections. Three campaign activities common to both countries undertaken between 2004 and 2006 are analyzed for their effectiveness via interviews and document review. This examination is embedded within an analysis of the political, economic, policy, and social contexts of each country. It is shown that in the UK climate change has been used as a pivotal leadership issue, that the fossil fuel industry’s influence is not predominant, and that NGOs enjoy political legitimacy. Whereas, in Australia climate change has only recently emerged as a political priority, the fossil fuel industry has had significant political and financial influence, and NGO advocacy has been marginalized. It is argued that NGOs are embedded in the political and policy contexts of their country, and the greatest campaign traction and NGO influence can only be achieved when these contexts provide favorable conditions.

The COVID-19 pandemic has had devastating effects across the world, yet different countries have had varying degrees of success in their attempts to manage it. One of the reasons behind the different outcomes observed so far lies in the strengths and weaknesses of different governance arrangements leveraged to tackle the crisis. In this article we examine what we can learn about the operational capacity of different democracies through their early responses to the crisis. We provide a framework of four positive qualities of multilevel governance that might lead to greater chances of positive practical outcomes and present an illustrative case study of the experiences of Switzerland and the United Kingdom (UK). We conclude with some areas for further research and investigation.

Moves toward increased professionalism are now an almost taken-for-granted aspect of change across the nonprofit sector both in the United States and in the United Kingdom. This paper uses the case of UK charity retail to explore the impacts of this move to professionalism, on managers at the local level. In doing so it seeks to develop appropriate techniques for managing change both in charity retail and more broadly, in nonprofit organizations per se. The professionalization of charities’ trading activities has resulted in a series of changes at the local level; these include the introduction of new forms of staff, changes to policies regarding the sourcing, pricing, and presentation of stock, and an increased emphasis on sales targets, league tables, and incentive schemes designed to motivate managers to increase sales. These policies set at head office level have had significant impact on the day-to-day working experiences of branch managers. This paper explores managers’ reactions to these changes and examines the extent to which such policies could be said to be successful. To conclude, recommendations are made as to the most appropriate approaches to professionalizing charity retail operations. These conclusions are broadened to offer insights into appropriate techniques for managing change in nonprofit organizations.