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The policy developments culminating in the creation of a self-regulatory body for charity fundraising for England, Scotland and Wales are explored. Underpinned by literature on regulation, the paper identifies policy chronology and processes leading to the establishment of a 'Fundraising Standards Board' in 2006. It reports on the roles of some leading charities in driving the policy forward and draws on the metaphor of the 'shadow of the state' as ever present in self-regulation systems. It considers the prior complexity of UK charity fundraising regulation and suggests that this latest development reflects a market-based view of the fundraising environment, rather than one which delivers new accountabilities.

Public managers throughout the world work in an unforgiving environment in which to take risks. Managers face varying pressures from a range of informed publics to ensure that risks to them are minimized or eliminated; while many are simultaneously subject to criticism, via private practice models, that they are too risk‐averse. Concurrently, leadership from public managers is sought in drives to ensure quality in public services. Risk and quality appear strongly inter‐linked, although managerial discussion of their interrelationship seems relatively rare, at least within the public domain. Links these two concepts, as they are experienced by public managers, through two pilot case studies of managerial practice in the UK, based in probation and health services. Gives consideration in each study to the contribution of understanding and managing risk as a core element in improving public services quality. The theoretical underpinnings of the research are drawn primarily from the literature on strategic management and risk‐taking in public services.

Promotion and study of knowledge sharing among philanthropic foundations globally, led by western institutions and scholars, pays minimal attention to knowledge sharing undertaken by national and local foundations in non-western regions and countries. Yet such settings are often sites of extensive international (largely western-led), philanthropic investment, where interfoundation knowledge sharing may be especially valuable. This article reports research on knowledge sharing in 12 nationally based foundations, working locally in youth development in Jordan and Palestine (West Bank). Findings from case studies and interview data reveal a range of internal knowledge-sharing activities, linked to individual foundations' program development and incorporating beneficiary perspectives. These developments contrast significantly with the lack of external knowledge sharing and the absence of invitations to share knowledge with international foundations, active in these countries. The implications of these findings for foundation philanthropy theory and practice, and for knowledge-sharing scholarship are considered and a continuing research agenda proposed.

Launched in March 2019, the European philanthropy manifesto (EPM) argues for the introduction of a single market for philanthropy. Examining the historic precedents of that idea and the recommendations put forward in the EPM to achieve the single market, in this policy review we critically reflect on the potential and shortcomings of the EPM.