The potential of Socially Oriented Non-Profit Organizations in St. Petersburg: assessment and role in the socioeconomic development of the region

This article presents an empirical study of the potential of socially oriented non-profit organizations (SO-NPOs) in St. Petersburg for the period 2020–2025. Based on an analysis of official data from the Register of SO-NPOs and the results of monitoring 150 non-profit organizations, structural transformations in the sector are identified: a reduction in the number of organizations with a simultaneous increase in institutional maturity and diversification of funding sources. Previous studies conducted by the Committee on Social Policy of St. Petersburg (2019–2022) provided an understanding of the dynamics of the development of the non-profit sector only in the context of individual support measures from regional executive bodies, without taking into account the resource potential of the non-profit sector and the opportunities opened up by Russian legislation and financial and economic support measures for this sector. A systemic-resource approach is applied to assessing potential across five dimensions: financial stability, social productivity, resource security, information transparency, and accounting policy potential. It was established that during the analyzed period there was a transition from the dominance of the grant financing model to the formation of hybrid models combining state support with the attraction of extra-budgetary resources. Positive dynamics were revealed in terms of information activity and accounting discipline, while problems of financial stability and staffing remained in a significant number of organizations. Based on the conducted study, a number of conclusions were formulated: (1) The NPO sector of St. Petersburg underwent a consolidation stage in 2020-21 with a subsequent increase in institutional maturity; (2) A qualitative transformation of the financing structure took place: a transition from the dominance of the grant model to the formation of a polycentric structure with a dramatic increase in sponsorship support and the development of hybrid financing practices among effective organizations; (3) The potential of NPOs has significant potential to contribute to the achievement of the strategic goals of the socio-economic development of St. Petersburg until 2035, but requires targeted support from the state to overcome structural constraints.