Julian has specialised for over 30 years in public benefit work, as a charity lawyer informed by commercial experience. Over the past 15 he has specialised in: i) social enterprise, combining charity law expertise with sustainable business and best practice employee and community engagement; ii) socially-focused co-operatives and mainstream companies; iii) public service commissioning and delivery, and iv) public policy implementation and innovation. He is dedicated to the progressive development of: Social Enterprise; Social Finance; Social Value; and Social Impact and their influence on Responsible Business, especially in relation to transformation in Public Services. His work particularly covers the Community Transport, Education, Health and Social Care, Justice and Rehabilitation, Renewable Energy; Social Housing and Youth Support Sectors.
Julian is the original supporting partner of the Social Business International initiative, E3M (https://e3m.org.uk/ ), which has been operating for 10 years. It is led by Jonathan Bland, the founding CEO of Social Enterprise UK. It runs interactive peer-groups of: i) pioneering chief executives running mature social enterprises; ii) progressive commissioners and iii) leading social financiers. E3M has a prominent national role (drawing on international experience and connections), in promoting the purpose-driven model and multi-sector, multi-stakeholder community partnerships in public services.
Julian co-authored the highly influential “The Art of the Possible in Public Procurement”, cited in the UK Government’s Civil Society Strategy and Local Government Association Guidance and of which Matt Robinson of the Community Development Corporation said: “In nearly 10 years of trying to understand and navigate UK public procurement it is by far the most readable and positive thing I have ever seen committed to paper! A major achievement”. The publication highlighted the flexibility of public law to respond to social need, challenging process-led implementation practice and opening the way for improved collaboration with the public benefit sector.
This led to the personal championing of “Innovation Partnerships” between public authorities and the public benefit sector, supporting the first examples in Leicestershire Children’s Services and Oldham Social Prescribing, both of which are award winning for innovation. This has led to other Local Authorities (for example Plymouth, Rochdale and Torbay) developing the idea of Innovation Partnerships, where previously discussions with interested local authorities typically ended because there were no practical examples.