Driven by increasing demands and reducing budgets for heath and social care, we work with clinical commissioning groups and local authorities to develop preventative strategies based on proven community-based initiatives.
Changes in public service commissioning are opening opportunities for charities and social enterprises to win long-term contracts, secure additional unrestricted funding and increase the capacity and capability of the organisation.
Recent research shows that institutional investors, intermediaries and analysts feel that more capital would flow into high-impact organisations, programmes and themes given: better measurement and evaluation; greater understanding; more investable opportunities.
James is a Consultant of Eastside Primetimers - a management consultancy that only works with not-for-profit organisations.
Wrote two successful funding applications to the government’s Big Potential Fund on behalf of major regional charities providing health and social care solutions to different communities and cohorts. Working as part of a project team, undertaking original research, business and investment plans targeting total repayable finance of £6.5m.
Wrote a highly-regarded impact report for Niche PRS, a social housing provider, to support its business plan that aims to raise circa £4.5m of Impact Investment to acquire large properties from local authorities and convert each into 70-80 flats for people registered as homeless.
Secured Big Lottery funding to develop a Social Impact Bond to fund specialist early interventions for children with eating disorders across Kent and Medway. Worked with PwC to design the funding and legal mechanisms for the SIB. Targeted annual cashable savings of £38m
Secured Big Lottery funding to develop a Social Impact Bond to fund evidence-based lifestyle interventions to reduce the prevalence of Type-2 Diabetes across County Durham. Project sponsors were the 3 clinical commissioning groups and the Director of Public Health as part of the National Diabetes Prevention Programme. Targeted annual cashable savings of £32m.
Developed the business case for Oxfordshire Arts Partnership (the collective Arts Development teams of six local authorities) to create a single social enterprise in order to originate and coordinate arts-based interventions for health and social care commissioners.
Advised Oxfordshire Community and Voluntary Action (OCVA) on developing consortia of charities and social enterprises to bid for, win and deliver public service contracts across the county. These included community-based universal services for elderly care, children and young people, mental health and learning disabilities, physical fitness and activities as well as arts and culture.