Enterprise Development Programme Evaluation
2025
Evaluation of the Access/SIB funded Enterprise Development Programme
Project downloads
Journeys to Social Investment Research Poster, illustrated by Sarah Hoyle 
Supporting Social Leaders Research Poster, illustrated by Sarah Hoyle
EDP in Numbers Infographic
In partnership with Cat Walker from the Researchery, we evaluated the Enterprise Development Programme (2019–2024), which supported over 325 charities and social enterprises across six sectors to develop sustainable enterprise models, diversify income, and build long-term resilience. Funded by Access – The Foundation for Social Investment and delivered with the Social Investment Business and sector partners - The Ubele Initiative, Groundwork, Equally Ours, Homeless Link, the Association of Mental Health Providers, and the Centre for Youth Impact - EDP combined grants, consultancy, mentoring, workshops, and peer learning to enable organisations to thrive.
Our Approach
The evaluation employed a rigorous mixed-methods design, combining quantitative analysis with qualitative insight to understand both the scale of change and the lived experiences of participating organisations.
Quantitative Data Sources:
Participating organisation applications
Interim and end-of-grant monitoring data
Pilot impact report and survey results
Public datasets, including the Index of Multiple Deprivation (IMD)
Annual reports and accounts
MyCake financial data
Post-programme survey
Qualitative Data Collection:
In-depth interviews with participating organisations (during the programme and approximately six months post-programme)
Interviews with all Enterprise Development Managers and key stakeholders at Access and the Social Investment Business
Participatory workshops with organisations exploring emerging themes from interviews, including:
Journeys to Social Investment
Supporting Social Leaders
Analysis of open-text responses from monitoring forms and surveys
Review of programme documents
This combination of quantitative and qualitative methods allowed us to measure tangible outcomes—such as growth in income, diversification of leadership, and enterprise readiness—while capturing the nuanced, human experiences of leaders navigating enterprise development, resilience, and social impact.
Key Findings
The evaluation demonstrated that the EDP was successful in supporting organisations across key areas, including:
Building Strong Foundations
EDP strengthened governance, planning, and financial systems. Participants reported clearer organisational direction, improved efficiency, and more diverse leadership teams. Women in leadership increased from 53% to 65%, and BMC leaders from 40% to 44%. 78% reported improvements in organisational efficiency, and 97% felt better equipped to withstand future shocks.Investing in Social Leaders
Social leaders described significant personal and professional growth. 97% reported increased knowledge of trading and enterprise, with participants highlighting overcoming “founders’ syndrome,” building confidence, delegating effectively, and leading more strategically. Peer networks provided vital emotional support, with 80% feeling better connected to peers.Creating Space to Experiment
EDP enabled organisations to take risks and try new approaches. 21% of survey respondents said their enterprise wouldn’t exist without EDP, and 43% said the programme prevented delays. Access to tailored funding, mentoring, and consultancy supported low-risk experimentation with new ideas.Driving Growth and Investment Readiness
Participants saw tangible growth: trading income rose by 41% (16% in real terms) and grant income grew by 90%. 95% of participants felt positive about trading after the programme, and 11% were considering repayable finance in the future. Interviews highlighted the need for further support for smaller and more-risk adverse organisations so they can benefit from social investment.Aligning Mission and Enterprise
EDP helped organisations reconcile trading with mission delivery. 96% of participants reported improved community impact, including enhancing support quality (60%), reaching new beneficiaries (53%), and doing more with current beneficiaries (66%). Sector leads noted a cultural shift toward greater acceptance of enterprise models.
Recommendations for Future Enterprise Support
Extend programme duration to 18+ months and include alumni support for all grantees.
Tailor support by enterprise maturity and organisational size.
Continue feasibility grants to support innovation.
Increase support for economic resilience in vulnerable sectors.
Plan for soft landings for grantees to avoid a cliff-edge when programmes end.
“The tailored aspect of the programme was the most beneficial aspect, because all the organisations in our cohort had different challenges, skills and priority needs. So trusting us to understand these, and to support us in tailoring our own support programme, while at the same time facilitating the regular peer support sessions was amazing.”
EDP Grantee
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