evpa directory 2010 111

2010/11

EVPA Directory

Issue 6

PRICE €50

ISBN 0-9553659-8-8

EVPA is a membership association made up of organisations interested in or practising venture philanthropy across Europe. Established in 2004, the association is a unique network of venture philanthropy organisations and others committed to promoting high-engagement philanthropy in Europe. EVPA’s diverse membership includes venture philanthropy funds, grant-making foundations, private equity fi rms and professional service fi rms, philanthropy advisors and business schools. Currently the association has 127 members from 20 countries.

EVPA has two main aims: to support its members in carrying out their venture philanthropy activities, and to promote venture philanthropy throughout Europe. To achieve this mission, EVPA provides a forum within which European based venture philanthropists can network, exchange ideas and debate best practice. EVPA also informs potential donors and others of the role and benefi ts of venture philanthropy and facilitates its development, with the aim of increasing knowledge and acceptance of the benefi ts of venture philanthropy in the charitable sector. The EVPA Knowledge Centre produces research and proff ers collective industry data and curated resources to develop in-depth knowledge of best practices and a vision into the future of social investment.

European Venture Philanthropy Association78 Avenue de la Toison d’Or1060 BrusselsBelgium

[email protected]

Published with the support of the King Baudouin Foundationand the Belgian National Lottery

EURO

PEAN VEN

TURE PH

ILANTH

ROPY D

IRECTORY 2010/11

EuropEanVEnturEphilanthropyDirEctory

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2010/11

Published by the European Venture Philanthropy Association

This edition October 2010

Copyright © 2010 European Venture Philanthropy Association

ISBN: 0-9553659-8-8

Email : [email protected]

Website : evpa.eu.com

Design and typesetting: Transform (transform.uk.com)

Printed and bound by: Warwick Printing (warwickprinting.co.uk)

EVPA is generously sponsored by

Published with the support of the King Baudouin Foundation and the Belgian National Lottery

about this Directory

The European Venture Philanthropy Directory includes profiles of current full, associate and honorary members. It is intended to be a useful reference for grant-makers, grant-seekers, social investors, service providers, academics and private banks, as well as any others interested in the area. The introductory pages include information about EVPA and its first impact report which reviews the last five years.

The directory is one of a number of EVPA publications. Other publications available online at

www.evpa.eu.com include:

y Praxis: Venture Philanthropy in Practice, February 2009

y Distance Learning: Managing international investments, October 2009

y Business Student Experiences at a Venture Philanthropy Fund, January 2010

y Social Enterprise: From Definitions to Developments in Practice, September 2010

y Strategies for Foundations: When, why and how to use Venture Philanthropy, October 2010

y Establishing a Venture Philanthropy Organisation in Europe (New edition), November 2010

contents

LETTER FROM THE CHAIRMAN 8ABOUT EVPA 10EVPA – THE HISTORY 13EVPA IMPACT REPORT 21

FULL MEMBERSAbsolute Return for Kids 33Artha Initiative 34Ashoka 35Auridis GmbH 36BonVenture 38Breakthrough 40CAF Venturesome 42Canopus Foundation 43The Children’s Investment Fund Foundation 44d.o.b foundation 46The EH Foundation 47Ferd Social Entrepreneurs 49Fondation Demeter 50Fondazione Oliver Twist Onlus 52Fondazione Paideia 54Good Deed Foundation 56Impetus Trust 58Inspiring Scotland 60Invest for children 62LGT Venture Philanthropy 64NESsT Europe 66Noaber Foundation 68Oltre Venture 70The One Foundation 72PhiTrust 73Social Venture Fund 75Start Foundation 77Stiftung Charité 79Venture Partnership Foundation 81Voxtra 83Wood Family Trust 85

ASSOCIATE MEMBERS3i Group plc 91ABN AMRO Private Banking 92Actis 93AlphaMundi Group Limited 94Appui au Développement

Autonome (ADA) 95Arendt & Medernach 96Argos Soditic 97ASCRI 98The Ashden Trust 99Banque de Luxembourg 100Banque Degroof 101Barclays Private Equity 102Bertelsmann Stiftung 103BMW Stiftung Herbert Quandt 104BNP Paribas Wealth Management 105Bridges Social Entrepreneurs Fund 106Business Angels des Cités (BAC) Partenaires Gestion 108CDFSN Sørlandets Kompetansefond 109Center for Entrepreneurial and Financial Studies (CEFS) 110Centre for Social Investment (CSI) 111Charity Rating 112Citizen Capital 113Coller Capital 114Convivatus Social Capital GmbH 115The Cranfield Trust 117Crédit Coopératif 118Cultiva – Kristiansand Energy Corporation Foundation 120CVC Capital Partners 121DCU Ryan Academy for Entrepreneurship 122Doughty Hanson & Co 123EPFL - Ecole Polytechnique Fédérale de Lausanne 124ESADE Business School 125Esmée Fairbairn Foundation 126ESSEC Business School 128European Investment Fund 129Factary 130Fondazione CRT 131Fondazione di Venezia 133Fondinvest Capital 134Formuesforvaltning AS Stiftelsen et Rikere 135Forum for Active Philanthropy GmbH 136GMT III Charitable Trust 137Halder Beteiligungsberatung GmbH 138

Hogan Lovells 139IESE Business School 140iHeed Foundation 141IKARE Ltd 142INSEAD 143Institute for Philanthropy 144J P Morgan 145JPA Europe Limited 146King Baudouin Foundation 147KPMG Private Equity Group 148Lapiluz Advisory Services 149L’Initiative Philanthropique 150Lundin for Africa Foundation 152MAM Pte Ltd 153Martin und Gerda Essl Sozialpreis gemeinnützige Privatstiftung 154Media Development Loan Fund 155MVision Private Equity Advisers 157Natixis Private Equity 158New Philanthropy Capital 159The NTR Foundation 160OFI Private Equity Capital 162Pantheon Ventures 163Partners in Ideas Foundation 164Permira 165Pontis Foundation 166PricewaterhouseCoopers S.à r.l. 167Private Equity Foundation 168Prospectus 169The Rayne Foundation 170Salans 171Scholten & Franssen Consultancy BV 172Skoll Centre for Social Entrepreneurship 173Social Entrepreneurs Ireland 174Social Evaluator BV 176TowerBrook Foundation 177UBS 178University of Cambridge 179University of Warwick 180UnLtd Ventures 181Van Leer Group Foundation 183Wellington Partners 184Young Foundation – Launchpad 185

HONORARY MEMBERSEuropean Foundation Centre 189European Private Equity & Venture Capital Association (EVCA) 190Serge Raicher 191Luciano Balbo 192Stephen Dawson 193Michiel de Haan 194Doug Miller 195David Carrington 196

CASE STUDIESARK 201BonVenture Management GmbH 202Breakthrough 203CAF Venturesome 204Canopus 205The Children’s Investment Fund Foundation 206d.o.b foundation 207The EH Foundation 208Ferd Social Entrepreneurs 209Fondation Demeter 210Fondazione Oliver Twist Onlus 211Fondazione Paideia 212Good Deed Foundation 213Impetus Trust 214Inspiring Scotland 215Invest for children 216LGT Venture Philanthropy 217NESsT Europa 218Noaber Foundation 219Oltre Venture 220The One Foundation 221PhiTrust 222Stiftung Charité (Charité Foundation) 223Venture Partnership Foundation 224Voxtra Foundation 225

8

lEttEr FroM thE chairMan

Dear members,

This past year, EVPA brought our members eleven events in eight different countries across Europe, launched our Knowledge Centre and began work on even more publications and services for the coming year. Membership continues to grow and we look forward to welcoming many more this year.

We are proud to have played a role in helping leading practitioners and professionals from philanthropy to finance develop the knowledge and networks to contribute to a more effective social economy. As we take stock of our accomplishments, I’d like to thank all of our members for contributing their own experiences and helping make EVPA a great place to come together and learn.

Members especially liked the in-depth look into VP operations at site visits and the many opportunities to learn about best practice at events and through publications. While we were pleased to hear the many positive things our members had to say about us in the annual impact survey, we take your input very seriously.

Some members highlighted the often stark regional disparities that can prevent general knowledge from being applicable to local circumstances. Our new Social Impact Network aims to help you more effectively network with practitioners in your region, in your local language if desired. This online forum will allow you to meet and collaborate, but also to coordinate events in your area, supported by EVPA. Country group meetings will be a larger focus for EVPA and we hope that this online meeting place will allow members to better connect and leverage regional expertise.

Next, academics and others expressed interest in topic-specific services. The Knowledge Centre website will highlight the research projects conducted by our members and knowledge from across the field. The site aims to serve as an industry knowledge portal providing key resources including publications, articles, and data about specific aspects of venture philanthropy in Europe. The industry-wide database, currently in development, will collect and disseminate key information on the VP sector. We are also offering a variety of events this coming year including site visits, workshops and country group meetings.

9

Here’s a deeper look at EVPA’s new features, which address specific member feedback:

The new EVPA Website (www.evpa.eu.com) will help members to

y Keep up with the information on best practice

y Showcase their own research and knowledge resources

y Learn more about the European venture philanthropy landscape

y Connect with other members through the Social Impact Network or LinkedIn groups

y Post their events and job openings

The Social Impact Network will be an online portal for all those – members and invited non-members – interested in venture philanthropy (social investment and engaged grant-giving), and other practices and allow them to find one another, discuss and collaborate. On this forum, we will post photos and summaries of events and encourage pre- and post- event networking and discussion.

We are proud to have delivered a variety of interesting programming this year and look forward to offering new solutions tuned to your needs. Please continue to provide valuable feedback.

Warm regards,

Serge Raicher Chairman

10

aBout EVpa

EVPA is a membership association made up of organisations interested in or practising venture philanthropy across Europe. Established in 2004, the association is a unique network of venture philanthropy organisations and others committed to promoting high-engagement philanthropy in Europe. EVPA’s diverse membership includes venture philanthropy funds, grant-making foundations, private equity firms and professional service firms, philanthropy advisors and business schools. Currently the association has 127 members from 20 countries.

EVPA has two main aims: to support its members in carrying out their venture philanthropy activities, and to promote venture philanthropy throughout Europe. To achieve this mission, EVPA provides a forum within which European based venture philanthropists can network, exchange ideas and debate best practice. EVPA also informs potential donors and others of the role and benefits of venture philanthropy and facilitates its development, with the aim of increasing knowledge and acceptance of the benefits of venture philanthropy in the charitable sector. The EVPA Knowledge Centre produces research and proffers collective industry data and curated resources to develop in-depth knowledge of best practices and a vision into the future of social investment.

EVPA Board

Serge Raicher, Chairman

Luciano Balbo, Oltre Venture

Olivier de Guerre, PhiTrust

Doug Miller, Asia Venture Philanthropy Network

Deirdre Mortell, One Foundation

Andrew Muirhead, Inspiring Scotland

Pieter Oostlander, Noaber Foundation

Anne Rannaleet, IKARE

Luc Tayart de Borms, King Baudouin Foundation

Observers to the board

Javier Echarri, European Private Equity & Venture Capital Association

John Kingston, CAF Venturesome

Gerry Salole, European Foundation Centre

EVPA Team 2010

Beate Trück, Managing Director

Lisa Hehenberger, Knowledge Centre Director

Julia Meuter, Membership Services Coordinator

Ashley Metz Cummings, Research Consultant

Linda Muise, Office Manager

11

*Can include more than one

Social welfare is a critical investment sector supported by a third of our full members. Many members are also involved in organisations dedicated to children, young people and education. The development sector, which encompasses international development as well as the development of locally deprived areas, gets funding from a quarter of VP investors. Fewer of our members invest in organisations related to health, the environment, the culture and arts, employment, technology and microfinance. Nearly a quarter of the full members, however, do not have any sector focus and maintain an open investment strategy.

EVpa member investment by sector1*

1 EVPA membership data 2010 collected from Membership Directory when applicable and member websites

40%

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EVPA member investment by sector

12

2 EVPA membership data 2010 collected from Membership Directory when applicable and member websites

*Can include more than one

The above graph presents the percentage of EVPA full members currently investing in each geographical area.

A significant proportion of the full members invest in the UK, mostly due to the fact that many VP organisations are registered in this country and invest locally. For the same reason, investments are made throughout Europe. Outside of their home country, full members focus their investment on developing or transitional countries, most of which are situated in Africa or in Asia. Central and Eastern Europe and Latin America attract some VP investors and a few have no geographical focus.

25%

20%

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UK

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EVPA member investment by geography

EVpa member investment by geography2*

13

EVpa – thE hiStory

At a meeting in London in January 2004, the five founding trustees formally launched the European Venture Philanthropy Association (EVPA) to promote venture philanthropy in Europe. The launch was the culmination of series of meetings and discussions between the five (Luciano Balbo, Stephen Dawson, Michiel de Haan, Doug Miller and Serge Raicher) who had in common a background in private equity, an interest in investing in charities and a conviction that something new was needed to maximise charities’ contribution to the resolution of social problems.

They discussed the model of venture philanthropy, which had enjoyed a brief vogue in the US but was virtually unknown in Europe. At the start, it was a network without members, staff or premises, a support mechanism with virtually nothing to support. They had to ‘grow the industry’ to promote the idea of venture philanthropy in Europe and to support those few new and emerging VP funds that existed. The association depended – and continued very much to depend until 2008 - on the ‘sweat equity’ of the trustees and on the bought-in expertise of consultants and advisers, prominent among whom was Rob John, who became chief adviser from late 2004 to early 2009.

This organisational parsimony made the association flexible and easy to run with few resources. On the other hand, it made great demands on the few people who were involved and, at times, the new network was overstretched.

Two key early steps were to enlist the support of European Foundation Centre (EFC) and the European Venture Capital Association (EVCA). The buy-in to VP of foundations would be crucial if it were to make any headway and private equity firms were seen as having (because of some common ideas and common vocabulary) a natural affinity with VP. The support of the EVCA could be secured through Serge Raicher who was the former secretary general of that association and the co-founders came from the private equity industry. Doug Miller secured EFC support at a meeting in Brussels in early 2004. The platform and the credibility that the support of both of these groups enabled have been vital. It has enabled EVPA to ‘punch above its weight.’

In September 2004, EVPA’s charitable registration in the UK was confirmed and, in the same month, they ran an exploratory conference on venture philanthropy, in Amsterdam which drew 65-70 people, double the number projected, from eight countries. In June 2005, the first annual conference took place, which drew 135 people from 14 countries. Advance publicity was provided by interviews in private equity magazines Real Deals and PE International, both of whom have been staunch supporters of EVPA, and through a panel at the EFC annual conference in Budapest earlier in the month.

Since the early days of EVPA, much has happened. In 2009, EVPA transformed itself into a Brussels-based international non-profit association (aisbl) under Belgian law with permanent staff and consultants. The annual conference draws an average of 350 participants and is considered the key event in European venture philanthropy. The association has a permanent team of professionals managing the activities. The ‘founding fathers’ still contribute to the evolution of EVPA and the VP industry, but EVPA has now grown to a 127-member-strong network with a wide range of services to its members.

14

Why join EVpa?

The leadership at your fund, the people and organisations you support, and the society you aim to improve, all stand to benefit from the effective use of philanthropic resources. Solving complex societal problems entails collaboration, creativity and the wise application of wealth and knowledge. To work toward system-wide change, your organisation requires a deep understanding of societal needs coupled with local know-how, a wide array of skills and capabilities, and a network of partners to help you tackle difficult problems and innovate around constraints.

The EVPA community offers your organisation a means to work toward a more effective social economy – to drive and define the industry for the future, and to learn and share practical insights and the tools you need today. Benefits of membership fall under three main categories:

1. networking

Numerous events throughout the year offer unprecedented opportunities for you to connect with your peers in the venture philanthropy industry (including grant-giving, and social investment) in Europe. Our members produce thought-leadership and ground-breaking research, collaborate with each other and others to tackle multi-faceted issues and support social purpose organisations to make a proven impact in their communities. Meet, learn, share, and connect for future collaboration at our annual conference, the meeting of the year in venture philanthropy, CEO Meeting in Venice, thematic workshops and trainings, site visits and country group meetings, as well as online via our LinkedIn group and Social Impact Network.

2. Knowledge

Sharing knowledge is a keystone to the EVPA community. The EVPA Knowledge Centre offers you opportunities to share your own knowledge and experience – as a speaker, participant or case study subject - as well as to learn from fellow practitioners, academics and service firms. The EVPA Knowledge Centre produces research and proffers collective industry data and curated resources to help you develop in-depth knowledge of best practices and a vision into the future of social investment. Also EVPA is working on guidelines to better enable the sector.

3. promotion

As a supporter of the VP industry through your membership, you help to promote greater awareness of VP issues and practices amongst donors and potential donors, potentially increasing funding into the sector and supporting new philanthropic efforts. To increase the visibility of your own good work, EVPA offers exposure via the EVPA website, Membership Directory, Newsletter, online LinkedIn group and Social Impact Network and through your presence at EVPA events. Your news, job postings, photos, video and press are disseminated by EVPA to an industry-wide network.

15

categories of EVpa Membership

EVPA has three membership categories:

Full Membership is open to organisations or individuals whose primary activity is venture philanthropy, and that fulfill the following criteria:

y Have capital to invest

y Have, as their main activity, the provision of long-term funding to charities, social enterprises or similar ‘social purpose’ organisations

y Are primarily seeking a social return rather than a financial return, and make a credible effort to measure social value created

y Take an active role in helping develop the social purpose organisation

y Assess, develop and support the core development of the organisation. Help develop a stronger executive team and board through building capacity, resulting in a more sustainable organisation (a ‘holistic’, as opposed to project, approach).

Associate Membership is open to organisations or individuals with a serious interest in venture philanthropy but for whom it is not their primary activity or who do not meet all the criteria for full membership.

Honorary Membership is invitation-only from the EVPA Board, and may be offered to those individuals or organisations whom the Board believes can provide valuable insight and/or assistance in helping EVPA achieve its mission and goals.

code of practice

All members of EVPA are committed to upholding the highest standards of practice in conducting their affairs with their donors, the charities they work with, Governmental authorities and the community at large. This behaviour is founded on transparency, responsiveness, honesty and fairness.

In pursuing their individual objectives, members will:

1. Comply with all legal requirements in their respective countries.

2. Practice and promote ethical behaviour.

3. Maintain accounts in accordance with the standards and practices in their respective countries and be transparent with respect to income, expenditure and assets.

4. Run their own organisations in accordance with accepted governance standards to promote efficiency and sustainability, ensuring that their own management and resources are sufficient to meet their stated objectives.

5. Ensure appropriate internal control of resources, carry out internal evaluation of effectiveness of their programmes.

6. No member shall malign, defame or unfairly criticise any other member in any dealings.

7. No member will take advantage of its position in EVPA or abuse any information addressed to EVPA.

8. Unethical conduct will be deemed to include any evasive device intended to conceal non-compliance with the Code of Practice.

In addition members who have grant making activities should disclose information regarding their policies and procedures for making grant decisions, including their requirements for active interaction with the charity.

The membership application can be downloaded from evpa.eu.com

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Full

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Breakdown of membership bene�ts

all members are invited to events at reduced or complimentary prices. They are allowed full access to EVPA data and are invited to participate in the Social Impact Network and LinkedIn groups as well as working groups on specific topics of interest. Members can post jobs and news on the EVPA site as well as news in the monthly VP Update. All members receive the VP Update monthly.

Full members are in addition invited to the annual Venice CEO meeting and have voting rights.

associate members are given the same benefits as full members, but without voting rights or presence at the Venice CEO meeting. Attendance at Site Visits is by request.

non-members can access Knowledge Centre information online and attend relevant events at full price. They can receive the VP update quarterly.

17

Definition of Venture philanthropy3

Venture philanthropy provides a blend of performance-based development finance and professional services to social purpose organisations – helping them to expand their social impact. This is a high-engagement, partnership approach, analogous to the practices of venture capital in building the commercial value of young companies. VP in its modern form developed originally in the US in the mid-1990s, took hold in the UK from 2002 and has since expanded into continental Europe.

There are several published definitions of venture philanthropy, which try to capture its essence and core practices. The definition adopted by EVPA is set out below:

Venture philanthropy works to build stronger social organisations by providing them with both financial and non-financial support in order to increase their social impact. The organisations supported may be charities, social enterprises or socially driven commercial businesses, with the precise organisational form subject to country-specific legal and cultural norms.

As venture philanthropy spreads globally, specific practices may be adapted to local conditions, yet it maintains a set of widely accepted, key characteristics. These are:

y High engagement: venture philanthropists have a close hands-on relationship with the social purpose organisation they support, driving innovative and scalable models of social change. Some may take board seats at these organisations, and all are more intimately involved at strategic and operational levels than in many other forms of philanthropy, significantly reducing the number of organisations supported to around 10-15 for the average VP organisation.

y Tailored financing: as in venture capital, venture philanthropists take an investment approach to determine the most appropriate financing for each organisation. Depending on their own missions and the ventures they choose to support, venture philanthropists can operate across the spectrum of investment returns. Some offer non-returnable grants (and thus accept a purely social return), while others use loan, mezzanine or quasi-equity finance (thus blending risk-adjusted financial and social returns).

y Multi-year support: venture philanthropists provide substantial and sustained financial support to a limited number of organisations. Support typically lasts three to five years, although timescales may become longer as VP in Europe develops. The VPO’s objectives will include helping the organisation to become financially self-sustaining by the end of the funding period.

y Non-financial support: in addition to financial support, venture philanthropists provide value-added services such as strategic planning, marketing and communications, executive coaching, human resource advice and access to other networks and potential funders.

y Organisational capacity-building: venture philanthropists focus on building the operational capacity and long-term viability of the organisations in their portfolios, rather than funding individual projects or programmes. They recognize the importance of funding core operating costs to help these organisations achieve greater social impact and operational efficiency.

y Performance measurement: venture philanthropy investment is performance-based, placing emphasis on good business planning, measurable outcomes, achievement of milestones, and high levels of financial accountability and management competence.

3 Establishing a Venture Philanthropy Organisation in Europe: A Practical Guide, EVPA, Ed. October 2010

18

The recent financial crisis has stirred the debate on financial returns. In VP, any financial return generated from investees should be recycled into new investments unless the return is clearly below market.

Venture philanthropy can operate across a spectrum of organisational types, from charities and non-profit organisations through to socially driven business. The diagram below4 sets out the range of organisational types that may have some social mission of one form or another. Those that are typically considered for investment by venture philanthropy organisations (VPOs) will generally fall into the Charities, Revenue Generating Social Enterprise and Socially Driven Business categories, collectively referred to as Social Purpose Organisations (SPOs):

4Adapted from John Kingston, CAF Venturesome, by Pieter Oostlander, Noaber Foundation. Image produced by Shaerpa.

Donors - Mainly foundations, VC/PE �rms, High networth individuals (many from VC/PE sector or business entrepreneurs) and corporations. Donors expect mainly a social return on their ‘investment’.

VP organisations - VP organisations provide tailored �nancial and non- �nancial support to the target organisation (Investee) and expect a social return on its investment. Any �nancial return is usually recylced into new investments. Mostly set up as foundations, funds or a structure that incorporates both.

Investees - Non-pro�t organisations and social enterprises at a critical stage in their development.

The venture philanthropy approach

DONORS

Investee

VP Organisation

Financing Social return

Social returnFinancial returnRecycling or below market

FinancingNon - �nancialsupport

19

Primary driver isto createsocial value

SOCIAL PURPOSE ORGANISATIONS [SPO’ s]

Primary driver is

to create�nancial value

Organisations can create ‘blended’ social and nancial value

Charities

Grants only;no trading

Trading revenue and

grants

CSR Company Companyallocating

percentage tocharity

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Company

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trading

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SociallyDriven

Business

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Impact Only Impact First Finance First

Venture Philanthropy

Social Venturing

Based upon: John Kingston, Venturesome

5“Virtuous Capital: What Foundations Can Learn from Venture Capitalists”, Christine Letts, William Ryan and Allen Grossman,

Harvard Business School (1997)

6 “Philanthropy’s New Agenda: Creating Value”, Michael Porter and Mark Kramer, Harvard Business Review (1999)

Venture philanthropy includes both grant funding and social investment. By grant funding we refer to the provision of non-repayable donations to the social purpose organisation; an Impact Only strategy. Social investment (or social venturing) refers to funding that may generate a financial return, but where the social impact comes first; so-called Impact First strategies. Although grants can in theory be provided across the spectrum of SPOs, they are generally most suitable for SPOs that do not have the potential to become financially sustainable, i.e. Charities. In general, social investment is provided to SPOs in the categories of Revenue Generating Social Enterprises or Socially Driven Businesses, although loans can also be provided to Charities with trading revenues. The division between the two approaches is not as clear-cut as it may appear in this schematic overview. There is a spectrum of increasingly sophisticated financing mechanisms included in social investment.

origins and European expansion

The term ‘venture philanthropy’ can be traced back as far as the 1960s in the US, but it was only during the 1990s that the term gained popularity and stimulated a debate on new forms of highly engaged grant making by foundations. An influential Harvard Business School paper by Letts, Ryan and Grossman5 challenged foundations to employ tools from venture capital to invest in the organisational, rather than the programmatic, needs of social purpose organisations. Porter and Kramer6 subsequently challenged foundations to create greater value and to act as more than a passive conduit for transferring finance from private sources to grantees. At the same time, existing foundations were considering how to change some of their practices in order to better assist the social sector and how to align their investments with their social mission. In the UK, considerable interest in innovations in social investment, including high engagement models, began to develop in 2001. While there were several historical examples of VP-like activity, it was not until 2002 that the UK’s first VPO, Impetus Trust, was launched. In continental Europe, there has been a slow, but steady arousal of interest in social investment and high-engagement models of philanthropy, but only in the last four or five years have new organisations or models emerged. EVPA, formed in 2004, is the primary vehicle for encouraging the development of the VP model throughout Europe.

Although not without its sceptics, VP has the potential to contribute to developing a more flexible and diverse social investment market. Its focus on building organisational capacity in entrepreneurial social purpose organisations, matching appropriate finance with strategic business-like advice, makes it a distinctive provider of capital. Venture philanthropy in Europe has strong links to the private equity and venture capital community, giving it opportunities to influence

20

7 “VP Strategies for Foundations: When, why and how to use Venture Philanthropy”, Ashley Metz Cummings and Lisa

Hehenberger, EVPA (2010)

8 “Social enterprise: From Definitions to Developments in Practice”, Marta Maretich and Margaret Bolton, EVPA (2010)

9 Ibid

the corporate social responsibility of a set of major players in Europe’s financial services industry. Several new venture philanthropy organisations have been established by philanthropists who had successful careers in private equity. However, foundations are increasingly interested in the VP approach as an additional tool in their philanthropy toolbox. EVPA has recently (October 2010) published a report on VP strategies for foundations7. Some foundations use selected parts of the VP approach in their everyday activities, others have set up dedicated VPOs within the foundation, and some foundations use VP as an alternative strategy calling for a complete turnaround. Co-investment between a VPO and a foundation is also an interesting strategy as it enables each party to contribute its own expertise. Foundations often have extensive experience of working in particular social sectors that can prove invaluable to a VPO that is more focused on developing processes and building strong organisations. VP in its current form is evolving at the intersection between the for-profit and the non-profit sector involving professionals and practices mainly from venture capital, philanthropy and the corporate sector.

The Central and Eastern European countries, the Baltic States and Former Soviet Union have faced significant challenges in rebuilding a market economy and a social sector simultaneously, leading to widespread, unaddressed social needs. VP may have a particularly valuable role in helping to build stronger civil society institutions in these countries.

As evidenced in another EVPA publication - Social enterprise: From Definitions to Developments in Practice8 - VPOs, both in transition economies and in more mature markets, often have to struggle with regulatory hurdles in their quest to provide social purpose organisations with the support necessary to prosper and grow.

Motivation for Venture philanthropy9

Venture Philanthropy organisations usually position themselves as complimentory to other forms of funding available to SPOs. But they do view the VP model as particularly appropriate for organisations undergoing rapid growth and development. VPOs recognise that many SPOs lack the internal capacity, particularly the appropriate business skills and growth capital, to grow significantly the scale of their social missions, reach new markets or be competitive when bidding for government contracts. The ‘capital market’ for social innovation is not as efficient or diverse as it is for developing fully commercial enterprises. VP brings diversity in funding solutions and so helps to make the capital market more efficient, especially for rapidly growing and developing organisations.

Venture philanthropy is best described not as a blueprint, but rather as a movement that is evolving a set of practices. However, EVPA has recently decided to issue guidelines for practice and establish general principles in order to encourage the professionalization and standardization of the industry. The objective of the guidelines is to manage expectations as to the behaviour of VPOs.

VP is still an emerging player in the social sector, with the fundamental challenge of offering new solutions to the promotion and encouragement of entrepreneurship and innovation. In order to achieve this, the industry must address a number of ‘enabling’ issues, namely:

y Communicating and marketing what they do within the social sector (to multiple audiences, including SPOs, statutory agencies, other types of social sector funders)

y Developing a range of financial instruments and advisory services that meet the needs of SPOs

y Measuring the performance and social impact of SPOs (and hence the performance of VP investment)

y Collaborating with and learning from complementary capital providers such as foundations or private equity and venture capital firms.

21

EVpa iMpact rEport 2005-2009

FEEDBacK FroM our MEMBErS10

A survey of EVPA members was conducted in June 2010 so that EVPA could better understand how it was affecting its members and make informed decisions about its programming.

10 Survey of EVPA members, June 2010

Venturephilanthropy org

14%

Social investor21%

Private equity �rm14%

Foundation29%

Advisory10%

Financialservices provider

8%

Academic 4%

Survey respondents reflected EVpa’s diverse membership

1 years or less

2 or 3 years

4 or more years

Survey respondents were a mix of old and new members

22

Most respondents read the newsletter regularly, and the majority also read EVPA reports and its website. EVPA will soon launch a new website, along with the Knowledge Centre website, hosting many more documents and knowledge on the sector.

“Highly useful contact with colleagues on issues related to strategic philanthropy, joint project support, performance monitoring.

“ The site visit was very helpful, hands-on, and practical, it was a very valuable experience.

Olga Auchenbach, Pontis Foundation, of Impetus Site Visit

2.20%

67.40%69.60%

95.70%

Other

WebsiteReports

Newsletter

EVPA communications read

Activites attended

Other

Country-basedSeminars

Site Visits

Members’ Workshops

Annual Conference

4.50%

11.40%

13.60%

34.10%

97.70%

23

“ You got the balance between learning about Impetus (clearly the focus of a site visit!) and networking opportunities exactly right - impressive! I really enjoyed the day and the previous dinner and it really was worthwhile! Thanks to all, in particular at Impetus for sharing their experience and insights!

Christian Meyn, Auridis, commenting on the Impetus Site Visit

“ Excellent speakers and I really liked the fact that different financing models (grants and equity/loans) were discussed in the workshop.”

Attendee, Brussels Workshop

The largest event of the year, the annual conference, was attended by nearly all respondents. Nearly a third of venture philanthropy organisations attended workshops, and nearly half of social investor and foundation respondents did as well. Site visits were the most popular with venture philanthropy organisations and social investors. Country based seminars were less frequently attended by member respondents.

Attendance at events varied by member type

Venture philanthropyorganisation

Social investor

Private equity rm

Foundation

Financial servicesprovider

Advisory

Academic

0% 20% 40% 60% 80% 100%

Annual conference

Members’ workshops

Country-based seminars

Site visits

Other

Since joining EVPA, Members have undergone a variety

24

The majority of member types reported finding EVPA activities helpful, while some academic and advisory members did not. In the future EVPA will provide greater services to academic members through the Knowledge Centre, some of which are also beneficial to advisory service members. Although EVPA’s primary activities are aimed at practitioners and firstly serve this demographic group, we are working hard to develop services that are useful to all our members.“We work with the

principles of Venture Philanthropy, we are more or less developed on our own and it’s very nice to share this experience with other people, having the same challenges, even if there are cultural differences, we learn a lot from the other people, about how to improve our work.”

Andre Hendrikse, Start Foundation

“ It helped us gain a better understanding of the growing field of venture philanthropy, which is an area of interest to us as part of our overall commitment to responsible investing.”

100%

80%90%

50%

70%60%

40%30%20%10%

0%

Academic

Advisory

Financial se

rvices p

rovider

Foundation

Private equity

�rm

Social in

vestor

Venture phila

nthro

py org

Yes

No

Most members found EVPA activities helpful

25

Over a quarter of members reported changing their investment strategy and/or impact evaluation since joining EVPA. Respondents cited EVPA reports as useful for informing changes in strategy. Changes in impact evaluation included the use of SROI and other initiatives. Many respondents also changed the way they monitored processes and their management development. Some also made changes in investment processes, investor/ funder relations and investee/grantee relations. Staff attended EVPA workshops and EVPA facilitated networking that led to other changes.

Investment strategy

Investment process

Monitoring process

Impact evaluation

Management/Sta development

Investor/funder relations

Investee/grantee relations

30%

25%

20%

15%

10%

5%

0%

Since joining EVPA, members have undergone a variety of changes

26

“ I think this is the great value of EVPA, the ability that we have, in this very nascent industry, to learn from each other, be open and share, and also sort of reflect back as to what you should be doing in our engagement in the social sector. Do come to the conference, because it’s a fantastic and unique opportunity to see the best of what is out there across Europe and even beyond Europe as well.”

Daniela Barone Soares, Impetus Trust

Since joining EVPA, foundations were more likely to make changes than venture philanthropy organisations (VPOs) or social investors. This likely reflects new-comers to the VP method adopting more VP methodologies already in use by venture philanthropy organisations. However, over a third of VPOs changed their investment strategies since joining EVPA, demonstrating the flux in the industry and necessity to learn and adapt.

Investment strategyInvestment process

Monitoring processImpact evaluationManagement/sta� developmentInvestor/funder relations

Investee/grantee relations

45%

40%

35%

30%

25%

20%

15%

10%

5%

0%

Foundation Social InvestorVenture

philanthropy org

Changes undergone by member type

27

the year in review: EVpa Knowledge centre

The EVPA Knowledge Centre was officially launched. The establishment of the Knowledge Centre is a major accomplishment for EVPA to provide valuable resources about venture philanthropy including publications, articles and workshops and to highlight exciting research projects conducted by members across Europe.

Publications from the Knowledge Centre in its first year include:

y Distance Learning: Managing International Investments

y Case Study 1: Noaber Foundation

y Case Study 2: Jacana Venture Partnership

y Social Enterprise: From Definitions to Developments in Practice

y Strategies for Foundations: When, why and how to use Venture Philanthropy

y Establishing a Venture Philanthropy Organisation in Europe (New edition)

These publications are available online for download. Printed copies of the latter two can be ordered from AllianceMagazine.org.

The Knowledge Centre website will be launched in November 2010 and the industry database is expected beginning of 2011. The KC website will be a research portal for the VP industry as well as a place for members and interested parties to connect online. The database will compile key statistics necessary for research and documentation of the growing sector.

28

the year in review: EVpa Events

Bookended by the annual conference, the 2009-2010 year has seen an event per month on average from EVPA. Workshops, country interest groups and conferences on specific topics have been held in countries across Europe.

The EVPA annual conference is a yearly event where leading experts in the field discuss the key developments of the industry and meet their peers across Europe.

The annual conference 2010, A New Era in Venture Philanthropy: Where Grant and Social Investment Converge will take place in Luxembourg on 16-17 November. The event is generously supported by the European Impact Financing Group Luxembourg consisting of the Banque de Luxembourg, Ernst & Young, Arendt & Medernach, ADA Microfinance Expertise and the European Investment Fund.

Confirmed keynote speakers are:

y percy Barnevik Chairman, Hand in Hand

y Sir ronald cohen Chairman, Bridges Ventures

y Jacqueline novogratz Founder and CEO, Acumen Fund

This year’s conference acknowledges that venture philanthropy has come a long way since the first official EVPA conference in London in 2005. The distinction between the non-profit and the for-profit sector has become blurred with the emergence of social entrepreneurship and the increased demand for transparency and performance measurement to assess the efficiency of non-profit organisations. Meanwhile, foundations have considered how to change some of their practices in order to better assist the social sector and how to align their investments with their social mission. Venture philanthropy is positioned at the intersection between the for-profit and non-profit sectors. As such, venture philanthropy includes high engagement and a range of financing mechanisms tailored to the needs of the social purpose organisation, be it a non-profit organisation or a social enterprise. The aim of this year’s conference is to move away from past dichotomies and to focus on the overall objective of venture philanthropy: building stronger social sector organisations to achieve greater social impact. That for the first time the annual conference was fully booked a month before shows that EVPA has now a unique standing in the venture philanthropy sector.

The annual conference 2011 will take place in Torino, hosted by Fondazione CRT.

29

thE EVpa calEnDar 2009/2010:

Annual Conference Amsterdam, 16/17 November 2009

The Rise of Social Enterprise in Europe: A Critical Role for Venture Philanthropy.

Venice meeting for CEOs of full members

Venice, 18 &19 March 2009 Event for leaders in the field to network and discuss the evolution of the field and practices.

Dutch Interest Group The Netherlands, 21 May 2010

This event was organised by Noaber, d.o.b foundation, and the Start foundation. A session on VP was organised by Pieter Oostlander and Jos Verhoven during the Dutch conference on Civil Society.

Workshop on different financing models

Brussels 1/2 June, 2010 This event was organised during the European Foundation Week and intends to provide EVPA members with an introduction into different financing models.

French Country Interest Group

Paris, 24 June 2010 The event, the third of its kind is co-organised between Natixis PE and EVPA.

Site Visit at Impetus Trust London, 29 June 2010 This visit provided an inside look into the work of an experienced VP practitioner.

Conference Cycle: Venture Philanthropy and Impact Finance

Luxembourg, 15 September 2010

An introduction to Venture Philanthropy.

Annual Conference Luxembourg, 16/17 November 2010

A New Era for Venture Philanthropy: Where Grant Making and Social Investment Converge.

Other thematic workshops are upcoming and linked to new publications from the Knowledge Centre. New German and Belgian country interest groups are in the planning stages and interest has been demonstrated for an Iberian country group. Country groups are member-led networks supported by the EVPA with the objective of encouraging and actively supporting the development of venture philanthropy locally.

2010-2011 Membership profiles

The following pages include the profiles of our current full, associate and honorary members. This information is intended to be a useful reference for grant-makers, grant-seekers, social investors, service providers, academics and private banks, as well as any others interested in the area. They are divided in three sections: full members (p. 31), associate members (p. 89) and honorary members (p. 187).

The directory is one of a number of EVPA publications. Other Publications are available online at www.evpa.eu.com.

Please contact [email protected] to learn more about joining EVPA.

EVPA FULL MEMBERS

33

absolute return for Kids

65 Kingsway London WC2B 6TD United Kingdom

Contact Ryan Mootoo

Tel +44 (0) 20 3116 0700 Email [email protected] Website www.arkonline.org

OVERVIEW

Mission Absolute Return for Kids (ARK) is an international charity whose purpose is to transform children’s lives.

Type of organisation Charity / non profit

Year of origin 2002

Headquarters location London, United Kingdom

INVESTMENT

Geographical focus UK and Eastern EuropeAfrica Asia

Sector focus Children, youth EducationHealth

Examples of investment The AIDS Care Team – see case study p. 201

34

artha initiative associated with rianta capital ltd

Leconfield House, Curzon Street, Third Floor London W1J 5JA United Kingdom

Contact Anna Mustoe

Tel +44 (0) 20 7016 4300 Email [email protected]

OVERVIEW

Mission The Artha program strives to support high impact sustainable enterprises that are validating the market niche for providing goods and services to the ‘bottom of the pyramid’ in India, with an emphasis on agriculture, energy and livelihoods.

Type of organisation Company Fund

Year of origin 2007


INVESTMENT

Geographical focus Asia

Sector focus Agriculture Cleantech Livelihoods Water

Target organisations Type: Social enterprise Phase: Established but scaling up, mature

Annual expenditure on VP €1.2 million

VP average investment size €40,000 – €400,000

Average duration of the VP support

5-7 years

Types of financing Equity Convertible grant

Non financial services Strategy consulting Governance Fundraising or revenue strategy Marketing and communication

35

ashoka

Sophienstrasse 26 80333 Munich Germany

Contact: Felix Oldenburg, Director Ashoka Europe

Tel +49 69 7162 5588 Email [email protected] Website www.ashoka.org/staff_europe

OVERVIEW

Mission Ashoka strives to shape a global, entrepreneurial, competitive citizen sector: one that allows social entrepreneurs to thrive and enables the world’s citizens to think and act as changemakers.

Type of organisation Charity / non profitFundSocial enterprise

Year of origin 1981

Headquarters location Washington DC, United States

INVESTMENT

Geographical focus Austria, Belgium, Czech, Denmark, France, Germany, Ireland, Italy, Netherlands, Norway, Poland, Portugal, Slovakia, Sweden, United Kingdom, Switzerland

Sector focus Children, youthCulture and recreation Development and housing Environment Health Social services Cleantech Microfinance

Target organisations Type: Social enterprise Phase: Established but scaling up

Annual expenditure on VP €40 million

Funding available Size of the Ashoka Venture Fund: €15 million

Types of financing Living stipend for social entrepreneurs

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Fundraising or revenue strategy Legal advice Networks (Global Network of 2,500 leading social entrepreneurs)

36

auridis Gmbh

Gruenstrasse 18 41460 Neuss Germany

Tel +49 2131 1511842 Email [email protected]

OVERVIEW

Mission Auridis invests globally in endeavours which sustainably improve the life opportunities for socially disadvantaged children.

Type of organisation Company Charity / non profit

Year of origin 2006

Headquarters location Neuss, Germany

INVESTMENT

Geographical focus German-speaking countries and one non-European organisation supported

Sector focus Children, youth Education and research Social services

Target organisations Type: Charity without trading, charity with trading Phase: Established but scaling up

VP average investment size €1million - €3million


3 - 7 years

Types of financing Loan Subordinated loan Grant Recoverable grant

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Fundraising or revenue strategy Legal advice Networks

Examples of investment Aflatoun (global)wellcome gGmbH (Germany)

continued on next page

37

ADDITIONAL INFORMATION

Portfolio organisations provide programmes which have successfully demonstrated that they lead to sustainable improvements, (better) satisfy a demonstrable demand, are designed for regional or rather–nationwide replication and show a credible potential to achieve such growth. Investments by Auridis are focused on the dissemination and replication of successful approaches. Auridis does not invest in the development or pilot phases of new endeavours.Auridis provides non-recoverable grants for the development of business plans of up to €50k. Organisations accepted into the portfolio receive multi-year operating support to be used for core personnel, organisational development, capacity building, and expansion of operations. In certain cases interest-free loans may be provided. One of the essential investment criteria is the prospect that the organisation will achieve financial sustainability over the course of the investment period.

auridis Gmbh

(continued from previous page)

38

BonVenture

Pettenkoferstrasse 37 D-80336 München Germany

Contact Dr. Erwin Stahl

Tel +49 (89) 2 00 01 25-30 Email [email protected] Website www.bonventure.de

OVERVIEW

Mission BonVenture funds companies and organisations with a social purpose in German-speaking countries. The foundation seeks projects that are innovative with a strong social impact, are led by motivated and committed social entrepreneurs, and will be financially self-sustaining in the long term.

Type of organisation Foundation Fund

Year of origin 2003

Headquarters location Munich, Germany

INVESTMENT

Geographical focus German-speaking countries (Austria, Germany, Switzerland)

Sector focus Children, youth Education and research Environment Social services Nutrition and consumer protectionSocial developmentTransparency

Target organisations Type: Social enterprise Phase: Pilot or start-up, established but scaling up

Annual expenditure on VP Approx. €1.5 million – €2 million

Funding available Funds:Fund 1: € 5.12 millionFund 2: € 9.84 millionFoundation:Approx. € 50-100 K per year (only donations)

VP average investment size € 250,000 - € 1million over 1 - 5 years


3 -7 years


39

INVESTMENT (continued)

Types of financing Senior loanLoan Subordinated loanConvertible loanMezzanine financeEquityConvertible grantGrant

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Fundraising or revenue strategy Financial management Marketing and communication Networks

Examples of investment hand in gAG (www.hand-in.de), Parlamentwatch GmbH (www.abgeordnetenwatch.de), Solarlite GmbH (www.solarlite.de).Dialogue Museum GmbH – see case study p. 202

BonVenture


40

Breakthrough

CAN Mezzanine, 49-51 East Road London N1 6AH United Kingdom

Contact Richard Kennedy

Tel +44 207 250 8048 Email [email protected] Website www.breakthroughfund.org.uk

OVERVIEW

Mission Breakthrough provides a combination of capital and high level management intervention to help established social enterprises scale up and maximize their social impact.


Year of origin 2005


INVESTMENT

Geographical focus United Kingdom

Sector focus No focus

Target organisations Type: Charity with trading, social enterprise Phase: Established but scaling up

Funding available Size of fund: 1: €1 millionSize of fund: 2: €2 million (to date)

VP average investment size €160,000


2 years

Types of financing Grant

Non financial services Strategy consulting Coaching, mentoring of the CEO and / or the management team Operational management Fundraising or revenue strategy Financial management Marketing and communication Business mentoringSpecialist supportInvestment readiness

Examples of investment Advocacy Partners Speaking Up – see case study p. 203


41


Breakthrough was launched in 2005 by the social enterprise CAN and the European private equity firm Permira. Breakthrough invests in social enterprises by helping them to scale up their activities and remove the barriers to growth. It provides a combination of growth capital and high-quality business and management expertise to support these organisations. Fund one (2005 – 2007) invested one million euros in four social enterprises. Fund two launched in 2007 with 2 million euros. Since its establishment in 2005, the financial turnover of the portfolio organisations has increased, on average, by 20 per cent per annum since 2005, whilst the social impact has grown, on average, by 30 per cent a year.The Breakthrough portfolio includes Advocacy Partners Speaking Up, Teach First, TimeBank, Green-Works, Law For All, FareShare and Training for Life. It is the combination of financial investment and operational support from experienced private equity and social enterprise professionals that has proved invaluable to these organisations. In 2008 additional funds were secured from SVG Capital. The Breakthrough fund is open to new investors and business skills. For more information please contact Richard Kennedy at CAN on [email protected] or 0044 020 7250 8038.

Breakthrough


42

caF Venturesome

Charities Aid Foundation 7th Floor, St Andrew’s House, 18-20 St Andrew Street London EC4A 3AY United Kingdom

Contact Ann Lunan

Tel 03000 123 300 Email [email protected] Website www.venturesome.org

OVERVIEW

Mission Venturesome is a social investment fund that provides investment to help charities and social enterprises deliver on their mission.


Year of origin 2002


INVESTMENT



Target organisations Type: Charity without trading, charity with trading, social enterprise Phase: Established but scaling up, mature


Funding available Fund size: €15 million



3 – 5 years

Types of financing Loan Subordinated loan Mezzanine finance Equity

Non financial services Financial management

Examples of investment Beat – see case study p. 204


Venturesome aims to help build a robust social investment market in the UK and, to this end, publishes its learning on its website, for example, Access to Capital (2009).

43

canopus Foundation

Grünwälderstr.10-14 D-79098 Freiburg Germany

Contact Kathrin Kemper

Tel +49 761 20 20 172 Email [email protected] Website www.canopusfund.org

OVERVIEW

Mission Promote private social investment and social enterprise in order to fight poverty and environmental degradation.

Type of organisation Foundation

Year of origin 1997

Headquarters location Freiburg, Germany

INVESTMENT

Geographical focus Africa AsiaLatin America

Sector focus Development and housing Environment Cleantech

Target organisations Type: Charity with trading, social enterprise Phase: Pilot or start-up, established but scaling up, mature

Annual expenditure on VP €100,000

Funding available €15 million (Via Forseo GmbH)Size of endowment: €3 million

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Fundraising or revenue strategy Financial management Marketing and communication

Examples of investment The Quiron Project – see case study p. 205

44

the children’s investment Fund Foundation

7 Clifford Street London, W1S 2WE United Kingdom

Tel +44 207 440 2357 Email [email protected] Website www.ciff.org

OVERVIEW

Mission The Children’s Investment Fund Foundation (UK) (CIFF) aims to demonstrably improve the lives of children living in poverty in developing countries through large-scale and sustainable impact.


Year of origin 2002


INVESTMENT

Geographical focus Africa Asia

Sector focus Children, youth Education and research Environment Health

Target organisations Type: Charity without trading Phase: Established but scaling up, mature

Annual expenditure on VP €31.7million (Sept. 2008 - Aug. 2009)

Funding available Size of endowment: €1.6 billion

VP average investment size €2 million (based on Sept. 2008 - Aug. 2009 data)


3- 5 years


Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Change management Operational management Networks

Examples of investment See case study p. 206


45


CIFF’s goals are to: y discover high-impact investing opportunities to unleash positive outcomes for children;

y design interventions with entrepreneurial and growth-oriented partners to tackle these issues directly;

y deliver breakout performance through deep, active and rigorous engagement;

y support initiatives with potential to transform the landscape for children;

y be a leader in international philanthropy by proactively and consistently delivering measurable and large-scale results.



46

d.o.b foundation

IJsseldijk 1 8194 LA Veessen The Netherlands

Contact Jacqueline van der Beek

Tel +31 578631111 Website www.dobfoundation.nl

OVERVIEW

Mission d.o.b foundation invests in and supports social entrepreneurs who identify commercial opportunities in social issues. The foundation strives for a structural improvement of the wellbeing of people who are marginalized or living in poverty.


Year of origin 1997

Headquarters location Veessen, The Netherlands

INVESTMENT

Geographical focus The NetherlandsAfrica


Target organisations Type: Social enterprisePhase: Established but scaling up

Funding available approx. €5 million per year

VP average investment size €200,000 – €3 million


5 - 7 years

Types of financing Loan Convertible loanMezzanine financeEquityConvertible grant

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Advice (e.g. legal, tax)Networks

Examples of investment BASE Technologies – see case study p. 207

47

the Eh Foundation

Kappelistrasse 41 704 Herrliberg Switzerland

Contact Eva Helene Yazhari

Tel +41794690396 Email [email protected] Website www.theehfoundation.org

OVERVIEW

Mission The EH Foundation’s goal is to be the partner of choice for both social entrepreneurs and social philanthropists in sourcing, supporting and scaling innovative ideas that directly and positively impact the lives of the world’s most impoverished people.

Type of organisation Charity / non profitFund

Year of origin 2009

Headquarters location Zurich, Switzerland

INVESTMENT

Geographical focus Africa, Asia

Sector focus Development and housingEducation and researchEnvironmentHealthSocial servicesCleantechMicrofinance

Target organisations Type: Social enterprisePhase: Social entrepreneur without formal organisation, pilot or start-up, established but scaling up, mature



5-10 years

Types of financing GuaranteeSenior loanLoanConvertible loanMezzanine finance EquityConvertible grant


48


Non financial services Strategy consultingCoaching, mentoring of the CEO or the management teamGovernanceOperational managementFundraising or revenue strategyFinancial managementLegal adviceNetworks

Examples of investment Healthpoint Services Global – see case study p. 208


EH Foundation supports high potential entrepreneurs with innovative business models helping to fight poverty. Its investments address critical human needs, providing basic services, which are not currently available through traditional markets. It believes in transparency, choice, market-base solutions and in being part of one global community.

the Eh Foundation


49

Ferd Social Entrepreneurs

P.O.Box 34 1324 Lysaker Norway

Contact Katinka Greve Leiner

Tel +47 67 10 80 50 / +47 957 21 740 Email [email protected] Website www.ferd.com

OVERVIEW

Mission Ferd Social Entrepreneurs supports social entrepreneurs who work to help ensure that children and young people can realize their goals and recognize that they do have opportunities.

Type of organisation Company Charity / non profit

Year of origin Ferd was established in 2001 and the business area Ferd Social Entrepreneurs in 2009.

Headquarters location Lysaker, Norway

INVESTMENT

Geographical focus Norway

Sector focus Children, youthEducation and research Social services


Annual expenditure on VP €440,000 in 2009

Funding available €2.5 million per year



3-5 years

Types of financing Guarantee Convertible loan Equity Convertible grant Grant

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Marketing and communication Networks

Examples of investment UNICUS, New Page – see case study p. 209

50

Fondation Demeter

44, rue Vaneau 75007 Paris France

Contact Pascal Vinarnic

Tel +33 (0)1 4548 8856 Email [email protected]

OVERVIEW

Mission Help charities improve their operating processes and governance principles so as to make the best use of their resources and to move towards self-sufficiency.


Year of origin 1994

Headquarters location Paris, France

INVESTMENT

Geographical focus Worldwide

Sector focus Children, youth Social services Microfinance

Target organisations Type: Charity without trading, charity with trading, social enterprisePhase: Social entrepreneur without formal organisation, pilot or start-up

Annual expenditure on VP €20,000 - €50,000

Funding available Size of endowment: €300,000

VP average investment size €10,000 - €50,000


5 - 7 years

Types of financing Interest-free loan Convertible loan Equity (soon)Convertible grant Grant

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Fundraising or revenue strategy Legal advice Networks

Examples of investment Genera, Gente Nueva – see case study p. 210


51


Though there is no geographical focus, Demeter provides very hands-on support to the programs it supports, and thus will prioritize projects or organisations based close to Demeter’s resources (France, Benelux, the UK, Latin America though non-exclusive). After over 10 years of involvement with Microfinance institutions, Demeter’s current focus is with income-generating programs targeting At-Risk Youth.

Relationships with beneficiary non-profits typically last between 5 to 7 years, often beginning with advisory assistance and progressing to financial support after 6-to-12 months. Demeter ‘invests’ €10,000 to €50,000 annually, typically comprising 80% interest free loans (or a refundable financial instrument) and 20% grants – disbursed over a 3-year period and to be reimbursed over the subsequent three years.

Fondation Demeter


52

Fondazione oliver twist onlus

Address Via Bigli, 21 Milan 20121 Italy

Tel +39 (0)2 77718726 Email [email protected] Website www.fondazioneolivertwist.org

OVERVIEW

Mission Operate in the social field by setting up and supporting projects designed to help minors in difficult circumstances.

Type of organisation Charity / non profit Foundation

Year of origin 2005

Headquarters location Milan, Italy

INVESTMENT

Geographical focus Italy

Sector focus Children, youth Education and research Social services

Target organisations Type: Charity without trading Phase: Established but scaling up




2-3 years


Non financial services Strategy consulting Operational management Fundraising or revenue strategy HR management Networks

Examples of investment The Scuola Oliver Twist project – see case study p. 211


53


Oliver Twist adopts a dual approach to its support, providing both cash donations and operational involvement. It also may initiate its own projects. All projects are directly identified, supervised and managed by Oliver Twist staff (including recruitment, development and project allocation of human resources as well as project monitoring to conclusion).

In the coming years, Oliver Twist will seek to create concrete and close ties with the target organisations, growing hand-in-hand with them. Its two key objectives are to:

y directly run projects for the prevention of: social exclusion, dropping out of school, learning disorders and the risk of delinquency; and

y support dependable non-profit organisations by implementing specific projects designed to tackle abandonment and abuse of minors.



54

Fondazione paideia

Via San Francesco d’Assisi 44 – 10121 Torino Italy

Contact Fabrizio Serra, Giorgia Salvadori

Tel + 39 011 5520236 Email [email protected] Website www.fondazionepaideia.it

OVERVIEW

Mission Fondazione Paideia was created as a result of the efforts of several Turin families who were united by the desire to improve the life of the most disadvantaged children, promoting projects and giving concrete support to those daily involved in this delicate area.


Year of origin 1993

Headquarters location Torino, Italy

INVESTMENT


Sector focus Children, youth, Culture and recreation, Health, Social services, Microfinance

Target organisations Type: Social enterprisePhase: Pilot or start-up, established but scaling up, mature


Funding available Size of endowment: €11 millionSize of dedicated VP fund: €530,000



3 years

Types of financing Equity Grant

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Operational management Fundraising or revenue strategy Networks

Examples of investment The Community Participation Project – see case study p. 212


55


The work of Paideia is guided by experience developed in the field, by careful evaluation of contexts and needs, by the effectiveness of the answers, and these are carried out by working together with public organisations and private social welfare groups, or aimed at individual families.

Fondazione paideia


56

Good Deed Foundation

Rotermanni 8 10111 Tallinn Estonia

Contact Mart Kuusk

Tel +372 630 9636 Email [email protected] Website www.heategu.ee

OVERVIEW

Mission Develop the field of social entrepreneurship in Estonia.


Year of origin 2003

Headquarters location Tallinn, Estonia

INVESTMENT

Geographical focus Estonia

Sector focus Children, youthCulture and recreationDevelopment and housingEducation and researchEnvironmentHealthSocial services

Target organisations Type: Social enterprisePhase: Social entrepreneur without formal organisation, pilot or start-up, established but scaling up


Funding available Depends on project needs up to €500,000

VP average investment size From seed-funding up to €650,000


3-5 years

Types of financing GuaranteeLoanGrant

Example of investment Helping Hand – see case study p. 213


57


Non financial services Strategy consultingCoaching, mentoring of the CEO or the management teamChange managementOperational managementFundraising or revenue strategyFinancial managementMarketing and communicationITLegal adviceHR managementNetworks


Good Deed Foundation (GDF, Heateo SA in Estonian) is a launchpad for new and exciting social initiatives. Its mission is to develop the field of social entrepreneurship in Estonia. It does this by (1) supporting start-up and step change social enterprises in its portfolio, and (2) advocating that social entrepreneurship is an effective way to solve burning social issues through communication, training and lobbying.

The focus of GDF is its portfolio: projects and organisations that show the greatest potential to solve pressing problems in Estonian society. They come from two sources – some are established by GDF, others are found by regularly gauging the effectiveness of existing organisations. Once it has determined the solutions with the greatest potential, it supports their realisation and growth by means of both financial investment and professional consulting (e.g. volunteers from Swedbank, Hill & Knowlton, Fontes, law offices etc.). The driving idea behind the support is to create the greatest possible change in society.

In seven years it has fostered the development of more than 12 social initiatives. The best known are the Estonian homeless football team, the educational program Noored Kooli / Youth to School, which takes after Teach First (UK) and Teach For America (USA) and Estonian business coalition against HIV. Common to all its initiatives, it picks out the ideas and solutions that have the greatest potential to positively transform Estonian society. It helps to realise these ideas by applying the venture philanthropy model, i.e. by engaging in long-term financial support and providing expert volunteers.



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impetus trust

20 Flaxman Terrace London WC1H 9PN United Kingdom

Contact Nat Sloane

Tel +44 020 3 384 3940 Email [email protected] Website www.impetus.org.uk

OVERVIEW

Mission Impetus Trust works to break the cycle of poverty by investing in ambitious charities and social enterprises that fight economic disadvantage. Impetus achieves this through its highly effective model of venture philanthropy which has three key components: unrestricted strategic funding; very hands-on support from the Impetus investment team and specialist support for capacity building, from experts who volunteer their skills.

Type of organisation Charity / non profit Fund

Year of origin 2002


INVESTMENT


Sector focus Economic Disadvantage, with special initiatives around reducing reoffending and early intervention for vulnerable children.

Target organisations Type: Charity without trading, charity with trading, social enterprise Phase: Established but scaling up

Annual expenditure on VP €3.3 million in 2009-10, which includes both grants and the value of pro bono expertise provided

VP average investment size €425,000 in unrestricted grants, plus a similar value in pro bono expertise provided


4-5 years



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INVESTMENT

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Change management Operational management Fundraising or revenue strategy Financial management Marketing and communication IT Legal advice HR management Networks

Examples of investment Speaking Up, St Giles Trust, Leap Confronting Conflict, Camfed International, Fairtrade Foundation, Street League, FRC Group.See case study p. 214


Impetus-supported charities and social enterprises were able to help more than 230,000 disadvantaged people in the last year alone. Their average annual growth in “people helped” was 56% (08/09 figures); and their average growth in income was 40% (08/09 figures), which was more than ten times the sector average. The special combination of funding, leveraged by co-investment, pro bono expertise and Impetus investment team support, leads to the Impetus “turbo-charging” effect, multiplying charities’ social impact many fold. Impetus is able to more than double the value of every £1 it gives to investees, through co-investment and pro bono expertise.

impetus trust


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inspiring Scotland

Riverside House, 502 Gorgie Road Edinburgh EH11 3AF United Kingdom

Contact Andrew Muirhead

Tel +44 131 442 8760 Email [email protected] Website www.inspiringscotland.org.uk

OVERVIEW

Mission Inspiring Scotland’s aim is to change people’s lives for the better through significant long term funding and development support for Scotland’s charities (“ventures”). It seeks to create sustained change and to achieve long lasting impacts for Scotland’s most vulnerable people and communities through partnership and collaboration and by tackling tough social issues.


Year of origin 2008

Headquarters location Edinburgh, United Kingdom

INVESTMENT

Geographical focus Scotland

Sector focus Children, youth

Target organisations Type: Charity without trading, charity with trading, social enterprise Phase: Pilot or start-up, established but scaling up, mature

Annual expenditure on VP In 2009, €7.13 million invested in ventures and €4.6 million additional income leveraged by ventures, both figures exclusive of the value of pro bono support.

Funding available Fund size: €80.5 - €115 million approximately over 10 years

VP average investment size €600,000 - €6.6 million per venture


5 -10 years, average of 8 years



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Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Change management Operational management Fundraising or revenue strategy Financial management Marketing and communication IT Legal advice HR management Estate management Networks

Examples of investment 14:19 Fund – see case study p. 215


Inspiring Scotland is an innovative venture philanthropy organisation designed and developed in response to the needs of Scotland’s charities (“ventures”), which is working with a range of investors, all driven by a desire for social change, including The Scottish Government, trusts and foundations, companies and high net worth individuals.

The first fund, the 14:19 Fund, targets 14 to 19 year olds struggling to make a successful transition from school into education, training or employment - and the next stage of their lives. It was launched in January 2008 and, in October 2008 an initial portfolio of 24 ventures was announced. Inspiring Scotland’s anticipated investment of £55 million is likely to leverage additional investment of £67 million from other sources. The 24 ventures will support 56,000 young Scots to take positive steps towards education, training or employment. Over the period of investment, the ventures will grow or replicate services and move towards financial sustainability.

Inspiring Scotland is presently considering a range of social issues to develop future funds.

inspiring Scotland


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invest for children

Edificio Zurich Via Augusta, 200, 1st floor 08021 Barcelona Spain

Tel +34 93 240 57 55 Email [email protected] Website www.investforchildren.org

OVERVIEW

Mission Understand diversity and working towards integration. Invest for children (i4c) is a non-profit international organisation whose mission is to help disabled children and young adults achieve a better quality of life.


Year of origin 1999

Headquarters location Barcelona

INVESTMENT

Geographical focus Europe, with special focus on Southern Europe

Sector focus Differently-abled people

Target organisations Type: Charity with trading Phase: Established but scaling up


Funding available €2 million



Non financial services Fundraising or revenue strategy Marketing and communication

Examples of investment Invest for children has given, for the fourth time, 5 saving plans to 5 workers with Down Syndrome. The plans are signed at Caja Navarra. Thus, this ambitious initiative benefits 20 workers now, investing a total of €720,000.See case study p. 216


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Invest for children wants a society that integrates diversity. These are some ways Invest for children applies VP:

y Increase social awareness by sending messages to promote integration through books, DVDs and press articles.

y Help other foundations generate recurring revenues and achieve notoriety.

y Provide support for employment integration initiatives.

y Connect foundations and businesses to promote social integration.

y Promote education as the cornerstone of a worthy future.

y Encourage intellectually disabled people to learn, enjoy and benefit from sport.

y Venture Capital Philanthropy, Private Capital, Public Benefit

invest for children


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lGt Venture philanthropy

Glärnischstrasse 36 CH-8022 Zurich Switzerland

Contact Wolfgang Hafenmayer

Tel +41 44 250 8281 Email [email protected] Website www.lgt.com

OVERVIEW

Mission The objective of LGT Venture Philanthropy is to raise the sustainable quality of life of less advantaged people especially those in the developing world.


Year of origin 2007


INVESTMENT

Geographical focus Africa AsiaLatin America

Sector focus ChildrenYouth Education and research Environment Health CleantechNutritionSustainable energiesInfrastructures for social investmentsWaterResource management

Target organisations Type: Charity without trading, charity with trading, social enterprise Phase: Established but scaling up

Funding available Size of dedicated VP fund: €10 million p.a.

VP average investment size €200,000 - €1 million


3 - 8 years


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Types of financing Loan Subordinated loan Convertible loan Equity Grant Drawdown facility

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Change management Operational management Fundraising or revenue strategy Financial management Marketing and communication HR management Networks

Examples of investment Bridge International Academies (BIA) - Kenya – see case study p. 217


LGT Venture Philanthropy:

y Invests financial, social and intellectual capital in young, strongly growing organisations with innovative social and environmental solutions .

y Advises people in structuring their philanthropic engagement through individual advisory and philanthropy workshops.

y Inspires people for active philanthropy through various events and the House of Philanthropy Solutions (launching in Zurich in the summer of 2011).



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nESst Europe

Bajcsy-Zsilinszky u. 58. 1/6 Budapest 1054 Hungary

Contact Eva Varga, Enterprise Development Director

Tel +361 267 0231 Email [email protected] Website www.nesst.org

OVERVIEW

Mission NESsT is an international non-profit organisation working to solve critical social problems in emerging market countries by developing and supporting social enterprises that strengthen civil society organisations’ financial sustainability and maximize their social impact.


Year of origin 1997 (NESsT Venture Fund founded in 2001)

Headquarters location Budapest, Hungary

INVESTMENT

Geographical focus Croatia, Czech Republic, Slovakia, Hungary, RomaniaLatin America


Target organisations Type: Charity without trading, social enterprise Phase: Pilot or start-up, established but scaling up

Funding available NESsT Venture Fund: €943,000

VP average investment size Early stage support: €1,300Later stage support: €40,000 (over a 3-year period)Loan: €44,000 (new)


3 years with multiple rounds of financing of venture grants

Types of financing Loan Equity Grant

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Operational management Fundraising or revenue strategy Financial management Marketing and communication HR management


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Examples of investment Venture grants, venture planning grants, one-on-one capacity building/mentoring, extensive pro-bono professional services from local Business Advisory Network, and leveraged funds from other local donors and business leaders through NESsT investors Circle, Social Enterprise Loan Fund, Equity Share.See case study p. 218


NESsT Europe is the European branch of NESsT International. NESsT is an international, non-profit organisation dedicated to finding solutions to critical social problems through the development of social enterprises – mission-driven businesses that increase the financial sustainability and social change impact of civil society organisations. NESsT applies a venture capital/private equity approach to supporting social enterprises with financial capital and business mentoring.

The NESsT Venture Fund for Central and Eastern Europe currently supports social enterprises in Croatia, the Czech Republic, Hungary, Romania, Slovakia, and is expanding to include other neighboring countries. Since its founding in 2001, the NESsT Venture Fund has reached over 2,600 social enterprises in Central Europe and Latin America with over US$4 million in financial and capacity support.

nESst Europe


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noaber Foundation

Dorpsstraat 14, PO BO 20 6740 AA Lunteren The Netherlands

Contact Pieter Oostlander (director)

Tel + 31 318 59 64 00 Email [email protected] Website www.noaber.com

OVERVIEW

Mission The Noaber Foundation aims to initiate and support the acceleration of innovations in the civil society where ‘noabership’ (neighbourship) is key. These innovations are related to health and care, education and community building. To reach their aims, they act as an ‘entrepreneurial philanthropist’.


Year of origin 2000

Headquarters location Lunteren, The Netherlands

INVESTMENT

Geographical focus Europe Africa Asia North America

Sector focus Culture and recreation Education and research Health

Target organisations Type: Charity without trading, charity with trading, social enterprise Phase: Pilot or start-up, established but scaling up

VP average investment size €10,000 - €1 million for donation projects €100,000 - €3 million for social investments


Donation projects: 1-5 yearsSocial Investments: 5-10 years till e.g. exit

Types of financing GuaranteeSenior loan Loan Subordinated loan Convertible loan Mezzanine finance EquityConvertible grant Grant Credit Facilities


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Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Operational management Fundraising or revenue strategy Financial management Marketing and communication HR management

Examples of investment Back on TrackType: Donation (potential social investment)Social Issue: Ex-prisoners often face unemployment and disturbed relations after detention. As a result of that, statistics learn that 66% re-offends within 4 years.Solution: Certified training programs and mediation leading to employment and integration with the involvement of volunteers. Look and LearnType: Social investmentSocial issue: Lack of reading abilities cause delay and/or stagnation in the educational career and social life of children (isolation and continuation of dependency). Solution: Computer-based tool (school and home-edition) and teacher training sessions. Mentalshare – see case study p. 219

noaber Foundation


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OVERVIEW

Mission Oltre Venture is the first Italian Social Venture Capital Company, an innovative financial tool aimed at supporting social enterprises. The company supports the growth of enterprises which are able to match social value and economic sustainability. Such enterprises appeal to the grey area of invisible hardship and to the fragile social-economic problems such as housing discomfort, unemployment, solitude and marginalization.

Type of organisation Fund

Year of origin Fondazione Oltre: 2002Oltre Venture, social venture capital fund: 2006

Headquarters location Milan, Italy

INVESTMENT


Sector focus Development and housing Health Microfinance

Target organisations Type: Social enterprise Phase: Social entrepreneur without formal organisation, pilot or start-up

Annual expenditure on VP € 2.5 million

Funding available Fund size: €8 million



5-7 years

Types of financing Equity Shareholders loan

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Fundraising or revenue strategy Financial management Marketing and communication

oltre Venture

Corso Vercelli, 11 20144 Milan Italy

Contact Luciano Balbo

Tel +39 0245496412 Email [email protected] [email protected] Website www.oltreventure.com


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Examples of investment Medical Center “Santagostino” – Milan, ItalyIt’s a start-up, opening in autumn 2008. The initiative will provide basic specialised healthcare services prevalently in areas where the National Health Service is largely absent as dental surgeries and psychological services. It will experiment an innovative model integrated with the public sector and offering a strong relational support.The centre aims at supplying high-quality medical and social-relational services at reasonable prices to respond to the healthcare demand of an increasing number of people, who are not living in extremely depressed conditions, but find it difficult to access both the National Health Services, as they are insufficient, and the private sector’s prices as they are unaffordable.See additional case study p. 220


Oltre Venture also manages Fondazione Oltre, a small foundation that works as an incubator of social enterprises giving small grants and capacity building support to incubate the start-up of interesting projects with leading social entrepreneurs.

oltre Venture


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the one Foundation

35 Barrow Street Dublin 4 Ireland

Contact Deirdre Mortell

Tel +353 1 8088800 Email [email protected] Website www.onefoundation.ie

OVERVIEW

Mission Improve the life chances of disadvantaged children and young people. One Foundation invests in mental health, integration of minorities and social entrepreneurship.


Year of origin 2004

Headquarters location Dublin, Ireland

INVESTMENT

Geographical focus IrelandAsia

Sector focus AdvocacyChildren, youthCulture and recreationEducation and research

Target organisations Type: Charity without trading Phase: Pilot or start-up, established but scaling-up, mature


VP average investment size €1.2 million


More than 3 years


Non financial services Strategy consulting Coaching, mentoring of the management teamGovernanceOperational managementFundraising or revenue strategyFinancial management

Examples of investment Headstrong – see case study p. 221

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phitrust

41 rue Boissy d’Anglas 75008, Paris France

Contact Florence Goudchaux, Martina von Richter

Tel +33 1 55 35 07 55 Email [email protected], [email protected] Website www.phitrustpartenaires.com

OVERVIEW

Mission PhiTrust is dedicated to funding and mentoring companies in the fields of social business through its foundation and social investment funds. Phitrust focuses its investments both at a European level as well as a worldwide level.

Type of organisation Charity / non profit Foundation Fund

Year of origin 2004


INVESTMENT


Sector focus Development and housing Environment Health CleantechMicrofinanceEmployment

Target organisations Type: Charity without trading, charity with trading, social enterprise, VP fundPhase: Established but scaling up, mature


Funding available Size of fund 1 (PhiTrust Partenaires): €7 millionSize of fund 2 (ISF Solidaire): €1 million

The funds for the Fonds de Dotation (French endowment fund) are currently being raised.



5 years


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Types of financing Loan Convertible loan EquityConvertible grant Grant

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Legal advice Networks

Examples of investment France y Alter Eco: Production and distribution of faire trade products

y Ecodair: Job access for the psychologically handicapped through reconditioning of IT equipment

y La Varappe: Social reintegration through employment (see case study p.XXX)

Belgium y Ethical Property Europe: Green business centres aimed at not for

profit organisations

Germany y Dialogue Social Enterprise: Job access for the handicapped through

progressive integration

Italy y Permicro: Microcredit to unbanked families and individuals in Italy

Africae y Cameroun Breuvages: Production and distribution of safe and

affordable drinking water

y Laiterie du Berger: Dairy production in Senegal

See case study p. 222

phitrust


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Social Venture Fund

Social Venture Management GmbH Sendlinger Strasse 7 80331 München Germany

Contact Johannes Weber

Tel +49(0)69-609184-15 (Frankfurt Office) Email [email protected] Website www.socialventurefund.com

OVERVIEW

Mission The Social Venture Fund invests in Social Businesses, which have innovative and entrepreneurial driven solutions for urgent social and environmental challenges. The Fund provides support when it is not possible to acquire traditional sources of capital. Therefore the Social Venture Fund closes a financing gap and acts as a catalyst for the comprehensive distribution of creative ideas and solutions for the better. The Social Venture Fund‘s goal: preserve and recycle invested capital for future investments.

Type of organisation Social enterprise

Year of origin 2010


INVESTMENT

Geographical focus Europe



Funding available Fund size: approx. €5 million

VP average investment size €500,000 - €1,500,000


5-6 years

Types of financing Senior loan LoanSubordinated loanConvertible loanMezzanine financeEquity


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Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Change managementOperational managementFinancial managementMarketing and communicationLegal adviceHR managementNetworks


For investors, the Social Venture Fund is a unique way to enable and participate in successful, as well as sustainable social change, by investing into carefully selected companies. The Social Venture Fund is supported by the global Ashoka Social Financial Services Initiative. To use the fund’s capital for the most effective social impact, the Social Venture Fund focuses on financing the growth and expansion of already proven and successful Social Businesses.

Social Venture Fund


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Start Foundation

Klokgebouw 188 5617 AB Eindhoven The Netherlands

Contact Jos Verhoeven

Tel +31(0)40-2461850 Email [email protected] Website www.startfoundation.nl

OVERVIEW

Mission Start Foundation aims for a labour-market that welcomes everybody. Start Foundation supports those initiatives that focus on disadvantaged people who have no or limited access to the labour market. The support consists of financial resources and supply of contacts and expertise.

Type of organisation Foundation, Fund

Year of origin 1999

Headquarters location Eindhoven, The Netherlands

INVESTMENT

Geographical focus The Netherlands

Sector focus Development and housingLabour market

Target organisations Type: Charity without trading, charity with trading, social enterprisePhase: Social entrepreneur without formal organisation, pilot or start-up, established but scaling up, mature


Funding available Undisclosed



3 years

Types of financing GuaranteeLoan Subordinated loanConvertible grantGrant

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management teamFundraising or revenue strategyFinancial managementMarketing and communicationHR management


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Examples of investment www.deverbindingbv.nlwww.validexpress.nlwww.ctaste.nlwww.deprael.nlwww.koersvast-heroes.nl


See Start Foundation website: www.startfoundation.nl (also in English)

Start Foundation


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Stiftung charité

Charitéplatz 1 10117 Berlin Germany

Contact Katharina Bergel

Tel +49 (0) 30 450570 - 508 Email [email protected] Website www.stiftung-charite.de

OVERVIEW

Mission Stiftung Charité is a private non-profit foundation endowed by German entrepreneur Johanna Quandt. Its mission is to identify, enable and invest in change makers and knowledge entrepreneurs in the biomedical sciences - primarily at Charité - Universitätsmedizin Berlin, the largest medical university in Europe.


Year of origin 2005

Headquarters location Berlin, Germany

INVESTMENT

Geographical focus Europe (Germany and wider Europe)North America

Sector focus HealthBiomedicine, Medical Technology

Target organisations Type: Charity without trading, separate venture fundPhase: Pilot or start-up


Funding available For profit VC fund: €24 million Foundation: €25 million (all)


Types of financing Subordinated loan

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Fundraising or revenue strategy HR management

Examples of investment See case study p. 223


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Stiftung Charité’s efforts are aimed at re-inventing the venture philanthropy model to support entrepreneurship in and around the life sciences in Germany, especially at Charité – Universitätsmedizin Berlin.

As a non-profit foundation, Stiftung Charité selects and supports knowledge entrepreneurs in academic medicine – change makers among medical doctors, researchers and health care managers. It provides milestone-driven grants, coaching and conceptual support as well as political and sometimes operational assistance.

Stiftung Charité’s medium-term goal is to develop a comprehensive medical innovation system in Berlin.

Stiftung charité


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Venture partnership Foundation

105 Wigmore Street London, W1U 1QY United Kingdom

Contact Mike Risman, Siobhan Hardwicke

Tel +44 (0) 207 518 2825 Email [email protected] Website www.vpf.org.uk

OVERVIEW

Mission A grant-making foundation dedicated to supporting social entrepreneurs and the dynamic charities that they run. The foundation provides social entrepreneurs with a package of support, including flexible financial help.


Year of origin 2005


INVESTMENT

Geographical focus United KingdomAfrica AsiaLatin America

Sector focus Children, youth Health

Target organisations Type: Charity without trading, charity with trading, social enterprisePhase: Established but scaling up


Funding available Undisclosed



3 – 5 years

Types of financing Loan Grant


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Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Change management Operational management Fundraising or revenue strategy Financial management Marketing and communication ITLegal advice Networks

Examples of investment Riders for Health, Kids Company, Basic Needs, Training for Life – see case study p. 224


The Venture Partnership Foundation is a charitable foundation dedicated to supporting social entrepreneurs. VPF aims to create positive change in the lives of the most vulnerable by investing long-term unrestricted funds and pro-bono resources in high impact, entrepreneurial social ventures working across the world. With a unique membership model, it aspires to influence the culture of giving by unleashing the creative power of volunteering and networks to be a force for good.



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Voxtra

Haakon VII’s gate 1; P.O.Box 1585 Vika N-0118 Oslo Norway

Contact Pål Dale (Managing Director)

Tel +47 9756 8485 Email [email protected] Website www.voxtra.org

OVERVIEW

Mission Empower people at the base of the pyramid to lift themselves out of poverty.


Year of origin 2008

Headquarters location Oslo, Norway

INVESTMENT

Geographical focus Africa Asia

Sector focus Livelihoods, income generation, agriculture

Target organisations Type: Charity without trading, charity with trading, social enterprise Phase: Established but scaling up, mature


Funding available Size of dedicated VP fund: €9 million

VP average investment size €1.75 million


4 years

Types of financing Senior loan*Loan*Subordinated loan*Convertible loan*Mezzanine finance*Equity*Convertible grant*Grant*not used yet, but are actively exploring

Non financial services Coaching, mentoring of the CEO or the management team Governance Change management Operational management Main VP activity, as Voxtra defines it, is a meticulous follow-up of the investees’ progress on carefully defined key performance indicators, and the operational discussions that result from that.


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Examples of investment International Development Enterprises, India – see case study p. 225


Voxtra applies business-like investment discipline in identifying, assessing and monitoring social enterprises and development programs. To date, the foundation has screened more than 200 projects and organisations, and invested in four, with an average amount of €1.75 million. Its geographic focus is India and East Africa. Its main sector focus is agriculture and livelihoods/income generation.

Voxtra analyzes the expected socio-economic value creation of its investments ex ante, and reports on it ex post. The reporting is audited by KPMG through a pro bono partnership.

Voxtra


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Wood Family trust

John Wood House Greenwell Road Aberdeen AB11 7TF United Kingdom

Contact Jo Mackie

Tel +44 1224 373176 Email [email protected] Website www.woodfamilytrust.org

OVERVIEW

Mission Develop and support individuals to become independent, contributing and caring members of society.


Year of origin 2007

Headquarters location Scotland, United Kingdom

INVESTMENT

Geographical focus ScotlandAfrica

Sector focus Children, youth Development and housing

Target organisations Private sector


Funding available Size of dedicated VP fund: €60 million

VP average investment size €50,000 – €1 million


2-6 years

Types of financing GuaranteeLoan Equity Grant

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Change management Operational management Fundraising or revenue strategy Financial management Marketing and communication Networks


86


The Wood Family Trust (WFT) was established by Sir Ian Wood and his immediate family and officially launched on the 14 September 2007 and is a Scottish-based Trust with a global outlook.

WFT will aim to invest £50 million into economic, community and enterprise activities in East Africa and Scotland over the next 5–10 years with the aim to develop and support individuals to become independent, contributing and caring members of society.

Wood Family trust


ASSOCIATE MEMBERS

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3i Group plc

16 Palace Street London SW1E5JD United Kingdom

Contact Patrick Dunne

Tel +44 20 7928 3131 Email [email protected] Website www.3i.com

OVERVIEW

Mission 3i’s vision is to be recognised as a leading international investor based on the value it adds to its portfolio; the returns it delivers to investors and its responsible approach and style of investing.

Type of organisation Company

Year of origin 1945

Headquarters location London, United Kindom

Activities International investor

INVOLVEMENT IN VP

3i applies venture philanthropy principles to the social enterprises that it works with, and a number of its staff are board members of charitable organisations, where VP principles are applied.


3i is an international investor focused on buyouts, growth capital and infrastructure, investing in Europe, Asia and North America. As of 31 March 2010, 3i had assets under management of £10 billion. With a pioneering heritage over sixty years, 3i was delighted to be one of the founding sponsors of EVPA. As a FTSE100 company since 1994, 3i has a well developed approach to corporate responsibility.

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aBn aMro private Banking

Gustav Mahlerlaan 10 (HQ1036) 1082 PP Amsterdam The Netherlands

Contact Eric Buckens, Head Private Wealth Management Products & Solutions

Tel +32 20 383 7166 Email [email protected] Website www.abnamroprivatebanking.com

OVERVIEW

Mission ABN AMRO Private Banking is the international wealth-management division of ABN AMRO Bank with €150 billion* of total assets under management, offering more than 120,000 high-net-worth individuals a full range of banking, investment management, financial and estate planning products and solutions. *Annual reports of ABN AMRO Bank and Fortis Bank Nederland for 2009


Year of origin 1720

Headquarters location Amsterdam, The Netherlands

Activities Banking, investment management, financial and estate planning products and solutions

INVOLVEMENT IN VP

Supporter of the EVPA annual conference in Amsterdam as well as organisation of joint seminar with ABN AMRO Private Wealth Management in 2009.


ABN AMRO Private Banking’s domestic and international offices in 13 markets worldwide employ over 4,000 professionals and include the respected private banks ABN AMRO MeesPierson in the Netherlands, Delbrueck Bethmann Maffei in Germany and Neuflize OBC in France. ABN AMRO Private Banking ranks amongst the top 10 private banks in Europe and enjoys a strong position in Asia.

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actis

2 More London Riverside London SE1 2JT United Kingdom

Contact Tanya Lobel

Tel +44 20 7234 5000 Website www.act.is

OVERVIEW

Mission Actis is a leading investor in emerging markets, investing exclusively in emerging Asia, Africa and Latin America for more than 60 years.



Activities Private Equity

INVOLVEMENT IN VP

Actis is committed to promoting the sustainable growth of the private sector in emerging markets. Its aim is to ensure that the capital it raises and manages makes a lasting, tangible and positive difference in the countries in which it operates. Actis’s focus on responsible investment not only aims to create long-term value for investee companies and investors, but simultaneously helps make a positive contribution to society.


Actis has specialist teams dedicated to private equity, infrastructure and real estate with a track record built on growth capital and leadership investing across its markets. Actis has more than 100 investment professionals in nine offices worldwide who currently manage funds of US$4.8bn on behalf of more than 100 institutional investors. Actis closed its latest global pan-emerging markets private equity fund, Actis Emerging Markets 3, at US$2.9bn in November 2008. Actis uses sector expertise, global perspective and local insight to help portfolio companies develop into world-class businesses.

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alphamundialphaMundi Group limited

Augustinergasse 21 CH-8001 Zurich Switzerland

Tel +41 44 5080 556 Email [email protected] Website www.alphamundi.ch

OVERVIEW

Mission Help achieve significant and self-sustaining poverty reduction and environmental preservation in developing countries through Impact Investing Solutions and Consulting.


Year of origin 2007


SERVICES

Types of services Investment strategy Strategy consulting

Target audience Donors Foundation Social Purpose OrganisationsGovernment Impact Investors

Geographical focus Developing countries

Sector focus Education and research Microfinance Sustainable Agriculture Renewable Energy


The AlphaMundi Group Ltd was formally established by 10 business partners in 2007 as a commercial venture with a social mission, and is headquartered in Zurich, Switzerland.

The Group achieves its mission by designing social investment products across various asset classes in order to help mobilise a greater share of the capital markets in favor of sustainable development and responsible investments. The Group also provides strategic advisory services to selected NGOs and social investors in order to enhance their use of civil society’s resources, on topics such as value-chain giving, replication and scaling processes, and endowment management

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appui au Développement autonome (aDa)

2, rue Sainte Zithe L-2763 Luxembourg

Contact Axel de Ville, Marion Bur

Tel +352 45 68 68 1 Email [email protected] [email protected] Website www.microfinance.lu

OVERVIEW

Mission Appui au Développement Autonome (ADA) acts with partners to increase access to inclusive financial services (bank accounts, loans, saving schemes or money transfers) for millions of people worldwide, for whom traditional bank services are inaccessible.


Year of origin 1994

Headquarters location Luxembourg

Activities Financial and non financial support to microfinance institutions

INVOLVEMENT IN VP

ADA, expert in microfinance, has for over 15 years been initiating innovative concepts that have been successfully tried out and developed through microfinance institutions in the South.

ADA’s activities focus on the following four areas:

y Research and development of innovative financial services for the poor

y Capacity building of microfinance institutions

y Knowledge management and awareness raising

y Partnerships and networking

ADA is supporting the 2010 EVPA Annual Conference through the European Impact Financing Luxembourg.


ADA is coordinator of the secretariat of the Microinsurance Network, the African Microfinance Transparency Forum and the Rating Initiative Program, advisor of the Luxembourg Microfinance and Development Fund (LMDF) and a partner of Etika, Luxflag, and the European Microfinance Platform (e-MFP). ADA is a non-profit organisation under the High Patronage of H.R.H. the Grand Duchess of Luxembourg.

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arendt & Medernach

14 rue Erasme L – 2082 Luxembourg

Contact Gilles Dusemo, Katia Gauzès

Tel +352 40 78 78 302 Email [email protected] [email protected] Website www.arendt.com

OVERVIEW

Presentation Arendt & Medernach is a leading, independent, full-service law firm. The firm’s international team of more than 270 legal professionals provides services to clients from offices in Luxembourg, Brussels, Dubai, Hong Kong, London and New York. Arendt & Medernach’s philosophy is expressed through its five values: vision, commitment, people, independence and energy. It strives for excellence in order to achieve the best results for its clients and always looks for creative solutions. Arendt & Medernach’s expertise extends to specialist practice areas to offer its clients a complete range of services tailored to their individual needs across all areas of finance and commercial law.In order to provide its clients with unparalleled legal advice, Arendt & Medernach has developed specific expertise in five key industry groups within the firm: Investment Management, Banking & Insurance, Private Equity, Real Estate, Multinational Companies and Public Sector. These industry groups have a deep understanding of their clients’ businesses from a commercial, economic and legal point of view.

Type of organisation Partnership

Year of origin 1988


Activities Administrative Law, Property and Construction, Bank Lending, Structured Finance, Banking and Financial Services, Capital MarketsCorporate and Tax Compliance Services, Corporate Law, M&ADispute Resolution, Employment Law, Pensions, BenefitsEU & Competition Law, Insurance and Reinsurance Law, IP, Commercial, Communication and Technology, Private Wealth, Regulated Investment Funds, Tax Law

INVOLVEMENT IN VP

Arendt & Medernach supports the EVPA 2010 Annual Conference.

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OVERVIEW

Presentation Argos Soditic is an independent European private equity partnership with offices in Paris, Geneva and Milan, which focuses on investing in small to medium-sized companies in continental Europe, particularly in France, Italy and Switzerland. Its current funds (Euroknights IV and Argos Soditic V) represent an aggregate committed capital of €420 million.


Year of origin 1990



INVOLVEMENT IN VP

Argos partners are providing help and advice to Image et Avenir (an association promoting access to culture in prisons) in its development and Medecins Sans Frontière in the management of its non-listed assets.


During its 20 years of existence, Argos Soditic has backed over 40 transactions with companies representing combined revenues in excess of €3 billion, more than half of which have been realised through flotation or trade sale.

Funds advised by Argos Soditic seek majority equity positions ranging from €10 million to €30 million. Its approach places great importance on entrepreneurship and long-term partnership with managers, based on mutual trust. Argos Soditic prizes flexibility and reactivity and has total independence in investment decisions (upon consensus of the partners).

argos Soditic

14 rue de Bassano 75783 Paris Cedex 16 France

Tel +33 1 53 67 20 50 Email [email protected] Website www.argos-soditic.com

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aScri

Príncipe de Vergara, 55- 4º D 28006 Madrid Spain

Contact Dominique Barthel, General Director

Tel +34 91 411 96 17 Email [email protected] Website www.ascri.org

OVERVIEW

Mission Represent and promote the Private Equity & Venture Capital industry in Spain.


Year of origin 1986

Headquarters location Madrid, Spain

Activities Private Equity and Venture Capital Association in Spain

INVOLVEMENT IN VP

ASCRI’s main purpose as an EVPA member is to help promote venture philanthropy in Spain and disseminate among all ASCRI members this model of social development.


ASCRI is a non profit entity which represents the Private Equity & Venture Capital Sector in Spain and currently has more than 150 members. Its main objectives are to lobby the government, represent and defend the professional interests of its partners, organise conferences, workshops and meetings related to the private equity and venture capital industry, as well as compile and publish reports and surveys. ASCRI joined EVCA (European Venture Capital & Private Equity Association) in 1986.

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OVERVIEW

Mission The Ashden Trust is a grant making charity focusing on climate change, sustainable development and improving the quality of life in poorer communities.


Year of origin 1989


INVESTMENT

Sector focus Development and housing Environment


Types of financing Loan Equity Grant


The Ashden Trust has a social investment fund, which supports charitable activities through loans (at rates equivalent to commercial and low-interest loans) and in some cases, takes an equity stake in organisations which meet the trust’s charitable objectives.

The Trust also funds The Ashden Awards for Sustainable Energy which reward and promote excellent local sustainable energy solutions in the UK and the developing world.

the ashden trust

Allington House (1st Floor) 150 Victoria Street London SW1E 5AE United Kingdom

Tel +44 20 7410 0330 Email [email protected] Website www.ashdentrust.org.uk

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Banque de luxembourg

14, Boulevard Royal L – 2449 Luxembourg

Contact Philippe Depoorter

Tel +352 49 924 -3319 Email [email protected] Website www.banquedeluxembourg.lu www.philanthropie.lu

OVERVIEW

Mission Firmly rooted in Luxembourg, Banque de Luxembourg’s original approach to its profession sets it apart. Banque de Luxembourg’s aim is to support each client at every stage of their lives and help them bring their projects to fruition. The solid long-standing relationships with its clients are built on a set of key values that stress personal contact, attentiveness to clients’ needs, trust and discretion.


Year of origin 1920


Activities Private Banking and Investment Funds

INVOLVEMENT IN VP

Since 2008, Banque de Luxembourg has been a pioneer in promoting the development of philanthropy in Luxembourg. Currently, the bank develops its philanthropic activities in the following three areas:

y Philanthropic advice for individual clients

y Asset Management for Foundations

y Engineering of Impact Financing vehicles


Banque de Luxembourg took the initiative to co-organize and to co-support the 6th Annual EVPA Conference taking place in Luxembourg on November 16 and 17, 2010.

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Banque Degroof

Rue de L’Industrie 44 1040 Brussels Belgium

Contact Marc Flammang, Pierre Paul de Schrevel

Tel +32 2 287 91 11 Email [email protected] Website www.degroof.be

OVERVIEW

Mission Wealth Manager , Investment Bank


Year of origin 1871

Headquarters location Brussels

Activities Wealth Management, M&A, Bank, Philanthropy Advisor

INVOLVEMENT IN VP

Encourage clients & friends to be involved in and guide them towards Social Entrepreneurship (including Venture Philanthropy).

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OVERVIEW

Presentation Barclays Private Equity (BPE) is one of Europe’s leading mid-market private equity investors. It invests as a strategic partner alongside management teams, working together to build and realise shareholder value. It has a strong focus on change of ownership deals and a core focus on businesses with an enterprise value of between €25m and €250m.


Year of origin 1982


Activities Mid-market Private Equity investor.

INVOLVEMENT IN VP

BPE is a founder sponsor of the European Venture Philanthropy Association and, through its association with Barclays Capital, works with Impetus Trust in the UK to provide pro bono associate support to portfolio charities.


Barclays Private Equity’s buy-out business has a team of 40 investment professionals in seven offices across five countries. It has a track record spanning over 25 years and has invested in over 350 businesses.

Barclays private Equity

Condor House St Paul’s Churchyard London EC4M 8AL United Kingdom

Tel +44 207 653 5306 Email [email protected] Website www.bpe.com

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Bertelsmann Stiftung

Carl-Bertelsmann-Straße 256 D-33311 Gütersloh Germany

Tel +49 5241.810 Email [email protected] Website www.bertelsmann-stiftung.de

OVERVIEW

Mission In keeping with the long-standing commitment of its founder, Reinhard Mohn, the Bertelsmann Stiftung is dedicated to promoting the public good. The Bertelsmann Stiftung is an operating foundation.


Year of origin 1977

Headquarters location Gütersloh, Germany

INVESTMENT


Sector focus Education and research Health Economic and social affairsInternational relations

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BMW Stiftung herbert Quandt

Reinhardtstraße 58 10117 Berlin Germany

Tel +49-30-33693500, +40-89-38211630 Email [email protected] Website www.bmw-stiftung.de

OVERVIEW

Mission Support leaders who, in their professional and personal lives, take into consideration the greater common good and who are committed to developing a lively civil society in cooperation with others.Deal with questions of globalisation and thus contribute to an international dialogue on sociopolitical issues.Use scholarly expertise and promote interdisciplinary and cross-sectoral approaches.Provide guidance by making visible successful socio-political commitment and promoting the dissemination and development of innovative pilot projects.


Year of origin 1970


INVESTMENT

Geographical focus EuropeAsia

Sector focus Children, youth Education and research Environment

Target organisations Type: selected organisations with a social purposePhase: no focus

Types of financing Grants

Non financial services Networks Consulting

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Bnp paribas Wealth Management

33, rue du Quatre-Septembre 75002 Paris France

Tel +33 1 55 77 74 94 Email See additional information Website www.privatebank.bnpparibas.com

OVERVIEW

Presentation BNP Paribas Wealth Management is part of the banking group BNP Paribas, which is strongly committed to sustainable development.


Year of origin 2008 (philanthropy), 2006 (SRI)


Activities Wealth Management, Philanthropy and SRI

INVOLVEMENT IN VP

In the early 1980s, the bank led the way in corporate giving with the corporate Fondation BNP Paribas supporting cultural heritage, promoting solidarity and encouraging medical research. Besides, BNP Paribas has been involved in micro-loans and expanding its support for international microfinance for 15 years.BNP Paribas Wealth Management is the Eurozone’s leading Private Bank, which has been assisting its wealthy clients in financial management and asset planning matters for over a century. In order to answer its clients’ needs, BNP Paribas Wealth Management has set up a unique Alternative Investments Offering, providing advice, among other high-values services, on Philanthropy and Sustainable and Responsible investments (SRI).The Fondation de l’Orangerie for individual philanthropy was established by BNP Paribas Wealth Management to collect donations from its clients and allocate them in the most efficient manner to transparent and original projects rigorously selected. This grant-making foundation uses the following VP practices: high-engagement, multi-year support and performance measurement.Advisory services are available to help clients develop and implement “green-field” philanthropy projects and cover the 4 following stages: strategy, structuring, implementation and evaluation. Some of the clients accompanied wish to adopt VP practices for their project.


Email addresses:Alternative investments [email protected] Philanthropy [email protected] SRI [email protected]

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Bridges Social Entrepreneurs Fund

1 Craven Hill London W2 3EN United Kingdom

Contact Antony Ross

Tel +44 (0)20 7262 5566 Email [email protected] Website www.bridgesventures.com

OVERVIEW

Mission Bridges Ventures is a sustainable growth investor established in 2002 with a mission to use its commercial expertise to achieve focused social or environmental benefit, as well as attractive returns for investors. Bridges Ventures has raised four funds to date: Venture Funds I & II, the Bridges Sustainable Property Fund and the Bridges Social Entrepreneurs Fund.The Bridges Social Entrepreneurs Fund is an impact first fund that invests in scalable social enterprises delivering high social impacts and operating sustainable business models.


Year of origin Bridges Ventures: 2002The Bridges Social Entrepreneurs Fund: 2009


INVESTMENT


Sector focus Children, youth Development and housing Education and research Environment Health Social services TrainingCareWell-being

Target organisations Type: Social enterprisePhase: Pilot or start-up, established but scaling up, mature


Funding available Fund size: €10.8 million

VP average investment size €600,000 - €1.8 million


Unspecified


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Types of financing Subordinated loan Convertible loan Mezzanine finance Equity

Non financial services Coaching, mentoring of the CEO or the management team Governance Change management Operational management Fundraising or revenue strategy Financial management Marketing and communication HR management Networks


The Bridges Social Entrepreneurs Fund aims to address the funding gap often faced by fast growing social enterprises looking to scale. Seeded by the Bridges Charitable Trust in 2008, the fund was launched in August 2009 and has so far raised £9m for investment in scalable social enterprises delivering high social impacts and operating sustainable business models. Investments may be in charities or companies limited by guarantee as well as private limited companies, and will typically take the form of equity or equity-like capital, whereby returns are linked to the performance of the business. For further information please visit http://www.bridgesventures.com/social-entrepreneurs-fund.

Bridges Social Entrepreneurs Fund


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Business angels des cités (Bac) partenaires Gestion

17, avenue Gourgaud 75007 Paris France

Contact [email protected]

Tel +33 1 42 27 47 70 Website www.scr-bac.fr

OVERVIEW

Mission Business Angels des Cités (BAC) is a private venture capital fund with a social mission. It invests in companies created by entrepreneurs coming from the deprived areas of France or in companies creating employment in these areas. It aims to achieve financial returns for its investors as well as a social purpose: demonstrating that enterprise can be a success model for these young people.


Year of origin 2008


INVESTMENT

Geographical focus France

Sector focus Deprived areas

Target organisations Phase: Established but scaling up


Funding available Size of fund 1: €5 millionSize of fund 2: €10 million



5 - 7 years

Types of financing Equity

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance


BAC’s investment criteria are: early-stage and development capital; €30,000 to €300,000; financial criteria: quality of the entrepreneurs, clear business model, potential of attractive return; non-financial criteria: social impact in the deprived areas. Its investors are private equity and CAC40 companies’ CEOs. It has raised a first fund of €5million and is currently raising a second one of €15 million.

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cDFSn Sørlandets Kompetansefond

(The Competence Development Fund of Southern Norway) Postboks 183 4662 Kristiansand Norway

Tel +47 38 05 64 20 Email [email protected] Website www.kompetansefond.com

OVERVIEW

Mission The foundation’s articles of association stipulate that CDFSN shall serve the inhabitants of Vest-Agder in the long term by helping to raise the level of competence in the county in order to secure and create jobs and good living conditions.


Year of origin 2000

Headquarters location Kristiansand, Norway

INVESTMENT

Geographical focus Norway

Sector focus Education and research


Funding available Size of endowment: €100 million



2 years


Non financial services Strategy consulting Governance Networks


The Competence Development Fund of Southern Norway (CDFSN) is organised as a public foundation and was created by the fifteen local authorities in the county of Vest-Agder from funds raised from a donation of shares in power company Agder Energi AS. Competence here means the ability to establish and utilise knowledge for practical purposes. Support may be granted to public or private research/educational institutions, local authorities, and to public and private enterprises. Institutions that receive grants are required to develop knowledge at university level. Funding is not granted to individuals.

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center for Entrepreneurial and Financial Studies (cEFS)

TUM Business School Technische Universität München (TUM) Arcisstrasse 21, 80333 Munich Germany

Tel +49 89 289 25462 Email [email protected] Website www.cefs.de

OVERVIEW

Mission Provide state-of-the-art research in the fields of entrepreneurship and finance.

Parent institution Technische Universität München

VP-related research centre, relevant Chairs

Center for Entrepreneurial and Financial Studies (joint institute of the KfW Endowed Chair in Entrepreneurial Finance and the Department of Financial Management and Capital Markets)

Year of origin 2003


VP-RELATED ACTIVITIES

Research Centres and Chairs

Center for Entrepreneurial and Financial Studies

Other Research on entrepreneurship and finance in collaboration with selected industry partners, including leading investment and consulting companies, venture philanthropy funds and financial intermediaries.


As part of the business faculty at Technische Universität München (TUM), the Center for Entrepreneurial and Financial Studies (CEFS) aims to provide state-of-the-art research in the fields of entrepreneurship and finance. Within these fields, venture philanthropy and other financial aspects of social entrepreneurship are a research focus of the CEFS. The CEFS is one of the few European research institutions covering venture philanthropy and social entrepreneurship.

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centre for Social investment (cSi)

University of Heidelberg Adenauerplatz 1 69115 Heidelberg Germany

Tel +49-6221-54119-50 Email [email protected] Website www.csi.uni-heidelberg.de

OVERVIEW

Mission Through research, teaching, policy analysis, and advisory services, the Heidelberg Centre for Social Investment (CSI) seeks to add to the knowledge and understanding of private action for public benefit. In particular, the CSI is interested in the types, roles, and contributions of social investment, philanthropy, civil society and social economy institutions in Europe and other parts of the world.

Parent institution University of Heidelberg


Centre for Social Investment

Year of origin 2006

Headquarters location Heidelberg, Germany



Centre for Social Investment

Teaching Teaching programme in social investment

Other Advisory services for non-profit, for-profit and governmental sectors. Services include social investment strategy development, measurement of social returns on investment, and executive education for non-profit leaders.


The Centre’s mission is realised through four major objectives that guide its activities, and against which it will chart its progress and accomplishments over time. These objectives are to:

y improve the theoretical and practical understanding of social investment, philanthropy, civil society, and social economy institutions;

y inform policy-making relating to social investment and relevant institutions at local, regional, national and international levels;

y build managerial and governance capacity in the field of social investment, and foster leadership and organisational effectiveness;

y monitor major developments affecting social investment in relation to markets and government institutions generally, and with reference to philanthropy and civil society institutions in particular.

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OVERVIEW

Mission Mikael Ahlström founded Charity Rating, is a Swedish non-profit organisation devoted to analyzing charity efficiency and effectiveness.

Type of organisation Social enterprise

Year of origin 2005

Headquarters location Stockholm, Sweden

SERVICES

Types of services Performance measurement Strategy consulting Research

Target audience Donors Foundation Funds Social Purpose Organisations




Charity Rating offers advice to individuals and organisations that have an interest in supporting the non-profit sector. As an initial step, information on activities, conditions, objectives and results are offered for the top 100 Swedish charities via the website www.charityrating.org. In addition, Charity Rating arranges a yearly conference related to philanthropic topics held in Stockholm in early December.

Besides Charity Rating, Mr. Ahlström has founded the charity foundation Stiftelsen Chelha which supports charitable causes related to children and education. See web page: www.chelha.se. Mr. Ahlström is also the founding partner of the private equity firm Procuritas.

charity rating

Linnégatan 9-11 SE-114 47 Stockholm Sweden

Contact Mikael Ahlström

Tel + 46 8 506 143 00 Email [email protected] Website www.charityrating.org

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citizen capital

16 rue Martel 75010 Paris France

Tel +33 01 76 74 77 20 Email [email protected] Website www.citizencapital.fr

OVERVIEW

Mission Citizen Capital is a social venture fund financing small companies with limited access to equity and networks due to their location in deprived areas or due to entrepreneurs’ profile.

Type of organisation Social Venture fund

Year of origin 2008


INVESTMENT

Geographical focus France


Target organisations Type: Companies in underinvested areas or communities.Phase: Established but scaling up, mature

Funding available Fund size: €15.5 million

VP average investment size €1 million - €1.5 million


5 years

Types of financing Convertible loan Mezzanine finance Equity

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Fundraising or revenue strategy Marketing and communication Networks SRI support

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OVERVIEW

Mission Coller Capital is the leading global investor in private equity secondaries with approximately $8 billion under management.


Year of origin 1990


Activities Private equity secondaries


Coller Capital provides liquidity to investors wishing to exit early from their private equity investments – which may be either Limited Partner positions in private equity funds or portfolios of direct investments in private companies (typically owned by financial institutions or corporations).

Its investments vary widely in size – from single LP positions in small private equity funds, to large portfolios of diverse assets – from as small as $1 million, to $1 billion or more.

Coller Capital has the world’s largest investment team dedicated to private equity secondaries. Headquartered in London and New York, its team is multi-national in background and focus, for a truly global reach.

In 2007, the firm closed its fifth secondaries fund, Coller International Partners V, with capital commitments of $4.8 billion and backing from 200 of the world’s leading institutional investors. It has already invested over three quarters of this fund.

coller capital

33 Cavendish Square London W1G OTT United Kingdom

Contact Jeremy Coller

Tel +44 207 631 8500 Website www.collercapital.com

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convivatus Social capital Gmbh

Seefeldstrasse 301 CH 8008 Zurich Switzerland

Contact Ann Kristin Haaöen Seige

Tel +41 44 380 1650 Email [email protected] Website www.convivatus.com

OVERVIEW

Mission Convivatus Social Capital develops social impact investments. Convivatus provides private investors a platform for active social engagement based on investments instead of grant giving. Convivatus’ objective is thereby to give successful social entrepreneurs the strategic and financial basis for sustainable growth. The Convivatus model combines active business involvement and financing of real estate. By bringing new capital and know-how into the social sector, Convivatus wants to be a catalyst for positive social change.


Year of origin 2008


INVESTMENT

Geographical focus Germany, Switzerland, Austria

Sector focus Children, youthDevelopment and housingEducation and researchSocial servicesServices for the elderly

Target organisations Type: Social enterprisePhase: Established but scaling up

Annual expenditure on VP €400,000 (as of 2010)

VP average investment size €2 - €10 million


5 - 7 years

Types of financing LoanSubordinated loanMezzanine financeEquity


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INVESTMENT

Non Financial Services Strategy consultingCoaching, mentoring of the CEO or the management teamGovernanceFinancial managementMarketing and communicationNetworks

convivatus Social capital Gmbh


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the cranfield trust

Court Room Chambers 1 Bell Street Romsey SO51 8GY United Kingdom

Tel +44 1794 830338 Email [email protected] Website ww.cranfieldtrust.org

OVERVIEW

Presentation The Cranfield Trust is a free management consultancy for non profits addressing issues of poverty, disability and social exclusion.

Type of organisation Charity / non-profit

Year of origin 1988

Headquarters location Hampshire, United Kingdom

SERVICES

Types of services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Change management Financial management Marketing and communication IT HR management

Target audience Donors Social Purpose Organisations


Sector focus Poverty, disability and society exclusion


Working with a register of 600 skilled commercial sector managers, many of them alumni of leading international business schools, the Trust supports over 200 non-profits a year with tailored consultancy projects. Trust projects are managed to ensure successful outcomes by a team of project managers, themselves experienced consultants. Organisations working with Cranfield Trust volunteers consistently report improved service efficiency, increased management skills and confidence and more effective operations. 80% of Trust volunteers make lasting links with their client organisations, maintaining contact on completion of their projects to provide ongoing support. The Trust also offers specialist online advice on HR issues via a moderated website, HRNet, supported by an expert panel of HR practitioners. HRNet membership is free to its 600 member organisations. For more information please see www.cranfieldtrust.org or contact 44 (0) 844 800 3390.

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crédit coopératif

72 avenue de la Liberté, BP211 92002 Nanterre France

Contact Yaël Zlotowski

Tel +33 (0)1 47 24 83 39 Email [email protected] Website www.credit-cooperatif.coop

OVERVIEW

Mission Crédit Coopératif serves social business and social economy organisations, associations, cooperatives, friendly societies, trade unions, work councils, housing associations, and small and medium-sized businesses. The bank is a pioneer of solidarity-based finance with the largest existing range of ethical and solidarity-based banking products and investments.

Type of organisation Company Foundation Fund Cooperative Bank

Year of origin Crédit Coopératif (bank): 1892Esfin-Ides: 1990CoopEst: 2006Fondation Crédit Coopératif: 1984

Headquarters location Nanterre, France

INVESTMENT

Geographical focus Europe: Mainly France, but also Poland, Spain, Germany, Italy and other EU countries. CoopEst: Central and Eastern Europe. International microfinance : worldwide

Sector focus Children, youth Culture and recreation Development and housing Education and research Environment Health Social services CleantechMicrofinance

Target organisations Type: Charity without trading (Fondation Crédit Coopératif ), social enterprise, microfinance institutions, cooperatives, mutual companiesPhase: Established but scaling up, mature


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Annual expenditure on VP 40% of Crédit Coopératif’s annual banking activity is made within the Social Economy sector. In 2009, Esfin - Ides invested €8.6 million and CoopEst SA €21 million.

Funding available Esfin – Ides : funds under management €75 millionCoopEst SA: €30 millionMicrofinance and social finance (Crédit Coopératif Bank): €15 million

VP average investment size Esfin – Ides: €1000 - €1,5 millionCoopEst SA: €500,000 - €3 million


Middle to long term investment and support

Types of financing Guarantee Senior loan Loan Subordinated loan Convertible loan Mezzanine finance Equity Grant (Fondation Crédit Coopératif )

Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Networks


Several entities within Group Crédit Coopératif are active in VP: Crédit Coopératif Bank, Group Esfin Ides, CoopEst SA and Foundation Crédit Coopératif.The Esfin-Ides Group provides equity capital for entities in the social economy, CoopEst SA provides long-term financing for financial institutions in the social economy sector in Central and Eastern Europe and Foundation Crédit Coopératif is active in several fields in relation with VP: promoting research and publications on the social economy, reducing social exclusion, inclusion of disabled people, international solidarity, innovative entrepreneurship, environment and culture.

crédit coopératif


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cultiva – Kristiansand Energy corporation Foundation

PO Box 494 N-4664 Kristiansand Norway

Tel +47 380 380 20 Email [email protected] Website www.cultiva.no

OVERVIEW

Mission The goal of the foundation is to secure jobs and good living conditions in Kristiansand by providing grants to projects which set up art, cultural, and educational institutions or organisations that contribute to innovation, development and competence-building within the creative milieu of Kristiansand.


Year of origin Cultiva was established by the local authority of Kristiansand in 2002 to ensure that a portion of the profits made from selling shares in Agder Energy Ltd would be of lasting benefit to the community.

Headquarters location Kristiansand, Norway

INVESTMENT

Geographical focus Norway, City of Kristiansand

Sector focus Culture and recreation Education and research Creative Industries

Target organisations Projects


Funding available €165 million (2010)

VP average investment size € 1,000 - €750,000


1 - 3 years


Non financial services Networks

Examples of investment Establishing or supporting study programs at local university, resource centers and networks, investment funds supporting business development, and other entrepreneurial activities.


Cultiva’s vision is to contribute to the establishment of Kristiansand as a cultural centre nationally, and in certain areas, internationally. The current strategy has given priority to the following four target areas: climate for creativity and development, support for non-commercial enterprises and projects, commercial concentration, Kristiansand as a centre of expertise

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cVc capital partners

CVC Capital Partners (Luxembourg) Sàrl 20 Avenue Monterey L-2163 Luxembourg

Tel +352 26 47 8368 Email [email protected] Website www.cvc.com

OVERVIEW

Mission Fundamentally, CVC Capital Partners endeavours to release the inherent potential of all the businesses and employees within its diverse portfolio in order to secure sustainable, long-term value enhancement. CVC Capital Partners’ aim is to provide a competitive environment in which each business has the opportunity to develop and advance.


Year of origin 1981



INVOLVEMENT IN VP

One of the key elements of CVC’s social responsibility undertaking is a Venture Philanthropy programme. In early 2010, CVC became a member of the European Venture Philanthropy Association (EVPA) and the Asia Venture Philanthropy Network (AVPN). In addition, CVC has been delighted to commit to the Impetus Trust a minimum of US$230,000 for 2010. CVC will commit a further minimum of US$190,000 in both 2011 and 2012, making a combined total of over US$600,000. Impetus operates a venture philanthropy model which combines expertise with capital investment to provide real support and value to their underlying charities. In Germany, a commitment was made to Active Philanthropy through membership in the Private Equity Foundation (PEF). Donations have also been extended to a US charity, Jump Start, and CVC Asia Pacific has pledged to make a donation to AVPN.

In total, CVC raised over US$1 million from service providers and from more than 25 corporations and numerous individual donors. The overwhelming support from CVC’s service providers and the individual team members’ fund raising efforts meant the group raised more than its targeted amount towards Impetus and their own personal charities. These funds will be deployed across 19 charities including CVC’s chosen group charity, Impetus Trust (venture philanthropy charity) and the Private Equity Foundation (PEF) in Germany.


CVC Capital Partners (‘CVC’) is one of the world’s leading Private Equity and investment advisory firms. Founded in 1981, CVC now has a network of 20 offices and over 230 employees throughout Europe, Asia and the US.

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Dcu ryan academy for Entrepreneurship

3013 Lake Drive, Citywest Business Campus Dublin 24 Ireland

Contact Gordon McConnell, Deputy CEO

Tel +353 1 700 7763 Email [email protected] Website www.ryanacademy.dcu.ie

OVERVIEW

Mission The DCU Ryan Academy is a partnership between Dublin City University and the family of the late Tony Ryan (Ryanair). The Academy exists to promote entrepreneurship and innovation. The Ryan Academy is a dynamic hub for entrepreneurs and researchers to develop ideas learn new skills and network.

Year of origin 2005



Teaching Social Enterprise and Social Entrepreneurship modules

Events Social Enterprise events

Other Membership of the Social Enterprise Taskforce (Ireland)


The Ryan Academy is working with researchers and entrepreneurs to help them achieve their potential. The Academy believes that specific areas of the economy, in particular the Social Economy and Green Technologies, will play a key role in Ireland’s economic recovery and is committed to providing leadership and support to these and other key sectors.

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Doughty hanson & co

45 Pall Mall London SW1Y 5JG United Kingdom

Tel +44 207 663 9300 Email [email protected] Website www.doughtyhanson.com

OVERVIEW

Mission Doughty Hanson & Co is a pan-European private equity investment manager with fund programmes in buyouts, real estate and technology venture capital.


Year of origin 1985



INVOLVEMENT IN VP

Doughty Hanson is involved with a number of organisations in the philanthropic and social investment arena across Europe including, notably, Bridges Ventures and the Private Equity Foundation. These organisations apply the focus and rigour associated with the private equity investment model, which has the potential to significantly increase the impact of the social returns they generate.

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EpFl - Ecole polytechnique Fédérale de lausanne

School of Life Sciences – Dean’s Office Station 19 CH-1015 Lausanne Switzerland


Tel +41 21 693 16 41 Website sv.epfl.ch

OVERVIEW

Mission The mission of the EPFL (Ecole Polytechnique Fédérale de Lausanne - Swiss Federal Institute of Technology) focuses on education, research and technology transfer.

Institution EPFL -Ecole Polytechnique Fédérale de Lausanne


School of Life Sciences

Year of origin 1853

Headquarters location Lausanne, Switzerland


Tackling major medical problems of our times with a new partnering and entrepreneurial approaches.

The School of Life Sciences is one of the five schools at EPFL; it was launched in 2002 with the mission to carry out cutting edge research and promote transdisciplinary approaches, putting together biologists with engineers for a new innovative research effort, e.g. building microscopes, new drug delivery, using engineering expertise to better understand complexes issues like cancer, neurodegenerative and infectious diseases (e.g. tuberculosis), computer science to model drug targets interactions, etc.

Accordingly, the EPFL School of Life Sciences trains a new type of researchers whose combined skills in these various fields are set to address fundamental biological questions and to attack the major medical problems of our times with a new partnering and entrepreneurial approaches.

A start-up incubator, coaching services, study programmes on entrepreneurship and innovation, all serve to stimulate the links between the lab and business. The Science Park on campus is home to more than 90 enterprises.

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ESaDE Business School

Universitat Ramon Llull Av. Torreblanca 59 08172 San Cugat del Valles Spain

Contact Mariarosa Scarlata

Tel +34 93 280 61 62 Email [email protected] Website www.esade.edu

OVERVIEW

Mission Since its foundation, ESADE has been committed to the development of highly professional leaders in the areas of management and law.

Year of origin 1958

Headquarters location San Cugat del Valles, Spain


ESADE’s faculty of 445 foments education with very high academic standards; the creation of knowledge, based on both rigorous and relevant investigation and research; and debate to contribute towards the improvement of society. Every year, ESADE’s three campuses in Barcelona, Madrid and Buenos Aires host over 9000 students who participate in the Business School’s Executive Education and MBA programs or enroll in its undergraduate, postgraduate or doctoral programs in both Law and Management. To further increase its international focus and global perspective, ESADE has established strong alliances and partnerships with more than 100 organisations and schools that provide a platform for development and innovation. Its 35,000 alumni, holding top-level positions in companies on all five continents, attest the schools commitment. ESADE was named the number one business school worldwide by The Wall Street Journal for two consecutive years (2006 and 2007).

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Esmée Fairbairn Foundation

Kings Place, 90 York Way London N1 9AG United Kingdom

Contact Danyal Sattar

Tel +44 (0) 20 7812 3700 Email [email protected] Website www.esmeefairbairn.org.uk

OVERVIEW

Mission The Esmée Fairbairn Foundation aims to improve the quality of life throughout the UK. It does so by funding the charitable activities of organisations that have the ideas and ability to achieve change for the better. The Foundation takes pride in supporting work that might otherwise be considered difficult to fund.


Year of origin Esmée Fairbairn Foundation: 1961Finance Fund: 2008


INVESTMENT


Sector focus AdvocacyChildren, youthCulture and recreation Development and housing Education and research Environment Social services

Target organisations Type: Charity without trading, charity with trading, social enterprise Phase: Pilot or start-up, established but scaling up, mature


Funding available Size of endowment: €962 millionSize of dedicated VP fund: €24 million



7 years


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Types of financing Guarantee Senior loan Loan Subordinated loan Convertible loan Mezzanine finance Equity Partner in a limited liability partnershipIndustrial and provident society shares (member of cooperative raising investment)

Non financial services Unspecified


The Finance Fund, where Esmée Fairbairn Foundation does activities related to venture philanthropy, invests in charities, social enterprises and other social purpose organisations. The Foundation’s investments have ranged in size from €23,600 to €1,181,000 and so far, it has supported 28 organisations in this way, committing £15,167,000. Esmée Fairbairn Foundation makes these investments for three broad reasons:

y it is another tool to the causes it supports. Most of its support is in the form of grants; occasionally, returnable funds make more sense

y to support intermediaries to meet the needs more systematically; it invests in intermediaries such as Bridges, Big Issue Invest, Charity Bank, Ecology Building Society and Venturesome, amongst others. They are specialists in their field, and can attract other funds alongside Esmée’s, to greater impact than we might have by ourselves

y to help bring new sources of money to support social good. The Foundation’s philanthropic resources, though useful, do not have the scale to address the social and environmental problems it is tackling

Esmée Fairbairn Foundation


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ESSEc Business School

1 Avenue Bernard Hirsch – BP 50105 95021 Cergy-Pontoise Cedex France

Contact Claire Morkel

Tel + 33 (0)1.34.43.32.05 Email [email protected] Website www.iies.fr

OVERVIEW

Mission For over a century, ESSEC has been developing a state-of-the-art educational program that gives the individual pride of place in its learning model, promoting the values of freedom, openness, innovation and responsibility. Preparing future managers to reconcile personal interests with collective responsibility, giving consideration to the common good in their decision-making, and weighing economic challenges against the social costs are some of ESSEC’s goals. Its ultimate goal is to create a global world that has meaning for all.

Parent institution ESSEC Business School


Institute for Social Innovation and Social EntrepreneurshipChair in Social EntrepreneurshipChair in Philanthropy

Year of origin 2003: Chair in Social Entrepreneurship2009: Institute for Social Innovation and Social Entrepreneurship2010: Chair in Philanthropy

Headquarters location Cergy, France



Institute for Innovation and Social Entrepreneurship (IIES)Chair in Social EntrepreneurshipChair in Philanthropy

Teaching Chair in Social Entrepreneurship, developed in partnership with MACIF, MAIF, Caisse des Depots et Consignations as well as Caisse d’Epargne, the Chair offers: a dedicated curriculum for students in ESSEC’s Master in Management, an executive education training focusing on the management of social enterprises.Academic as well as applied research activities, awareness raising (through activities such as conferences and round tables)Chair in Philanthropy, developed in partnership with Fondation de France, BNP Paribas Wealth Management, KPMG as well as a few individuals, this new research Chair aims at studying, enhancing and promoting the knowledge and role of philanthropy in the European context.

Other Founded in 2008 by ESSEC’s IIES in partnership with a French bank (Caisse d’Epargne Ile de France), Antropia (http://antropia.essec.fr) is a social incubator and philanthropic venture capital fund which supports social enterprises at inception stage. 26 projects have been incubated since the creation of Antropia.

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OVERVIEW

Mission European Investment Fund (EIF) is Europe’s leading developer of risk financing with a central mission to support small and medium-sized enterprises by enhancing their access to finance.

Type of organisation Public institution

Year of origin 1994


Activities Venture and Growth Capital / Guarantees and Securitisation

INVOLVEMENT IN VP

The identification of social value-added is important for EIF because of its purpose to contribute to the objectives of its stakeholders, notably those of the European Union. Hence in its activity, EIF examines strategic approaches to social value creation by assessing the efficiency of its financial instruments and investments in pursuit of its main policy objective of improving the financing landscape for small and medium-sized enterprises (SMEs).


EIF is Europe’s leading developer of risk financing for entrepreneurship and innovation. Its central mission is to support Europe’s SMEs by helping them to access finance. EIF’s core business is conducted through equity investments in venture and growth capital funds and as a guarantee provider to intermediaries in SME financing. Working in partnership with public and private institutions, EIF designs and develops market instruments targeting the SME segment. EIF operates on market terms to ensure an appropriate financial return for its shareholders. EIF has a crucial role to play throughout the value chain of enterprise creation, from the earliest stages of intellectual property development to mid and later stages. In its role, EIF fosters EU objectives in support of innovation, regional development, entrepreneurship, growth, and employment.

EIF, together with the European Investment Bank and the European Commission has set up the Progress Microfinance Facility which aims to increase access to finance for individuals who have lost or are at risk of losing their job or have difficulties entering of re-entering the labour market. It is also aimed at disadvantaged individuals, including people at risk of social exclusion.

European investment Fund

96 boulevard Konrad Adenauer L-2968 Luxembourg Luxembourg

Tel +352 426 688 340 Email [email protected] Website www.eif.org

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Factary

Apdo Corr 393, Sant Esteve de P. E-08461 Barcelona Spain

Contact Christopher Carnie

Tel +34 93 845 19 02 Email [email protected] Website www.factary.com

OVERVIEW

Mission Factary’s mission is to help clients find funding and partners. Factary works with non-profits and philanthropic investors across Europe, offering strategic planning and consultancy in fundraising and philanthropy based on research and analysis.


Year of origin 1990

Headquarters location Bristol, United Kingdom and Barcelona, Spain

SERVICES

Types of services Strategy consulting Research Coaching, mentoring of the CEO or the management team Fundraising or revenue strategy

Target audience Donors Foundation Funds Social Purpose Organisations

Annual expenditure on VP Europe

Sector focus Advocacy, Children, youth, Culture and recreation, Development and housing, Education and research, Environment, Health, Social services, Cleantech, Microfinance

Research interests Philanthropic investment market, philanthropic motivations, foundations in Europe.


Founded by Christopher Carnie in 1990 as a research agency in the philanthropic sector, Factary has evolved into a consultancy with a clear focus on strategic philanthropy in Europe. Senior consultants Christopher Carnie and Martine Godefroid work across Europe with non-profits and their philanthropic partners, helping clients to build successful strategies for fundraising and development, backed with practical research provided by a strong, experienced team.

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Fondazione crt

Via XX Settembre, 31 10121 Torino Italy

Contact Stefania Coni

Tel +39 11 6622599 Email [email protected] Website www.fondazionecrt.it

OVERVIEW

Mission CRT Foundation is concerned exclusively with social aims and promoting economic development, and it orients its work and dedicates its resources to all sectors of social utility: from the conservation and development of artistic heritage and cultural activities, to scientific research; from education and training, to health and assistance for the weaker categories of society; from civil protection and care for the environment, to support for economic development.


Year of origin Fondazione CRT: 1991VP division or fund: 2006

Headquarters location Torino, Italy

INVESTMENT


Sector focus Culture and recreation Development and housing Education and research Environment Health Social services Microfinance

Funding available Size of endowment: €3.2 billion (financial investments valued at market prices as of December 2009)Size of dedicated VP fund: € 220,000,000

Types of financing LoanEquity-likeGrantBond subscriptionPossible other types of financing


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Non financial services Strategy consulting Fundraising or revenue strategy Financial management Marketing and communication Legal advice Networks

Examples of investment Institution of a closed-end real estate fund with social aims.Shareholder of different societies (i.e. microcredits, a management company, a society that invests in equity of the venture capital of non listed companies, etc.)Subscription of corporate bond issued by the Turin Transport Authority at below market conditions.


In slightly less than 20 years since its creation, Fondazione CRT has gone through at least three operational phases: it started as a Foundation that makes grants, it then developed into a Foundation that also plans its own projects and today it even makes “philanthropic investments”. Inspired by the “venture philanthropy” this last approach represents a new, significant change in the way the Foundation allocates funds. This maybe oversimplified distinction into three types of actions does not intend to represent three different phases that have followed and replaced each other over time, but rather three different and integrated ways of reaching the end goal of social aim.

Fondazione crt


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Fondazione di Venezia

Dorsoduro 3488 U 30123 Venezia Italy

Tel +39 41 2201211 Email [email protected] Website www.fondazionedivenezia.org

OVERVIEW

Mission Fondazione di Venezia is one of the 88 Italian banking foundations originated from the privatization process of savings banks. The mission of Fondazione di Venezia is the promotion of civil society and human capital particularly in the venetian territory.


Year of origin 1992

Headquarters location Venice, Italy

Activities Education, arts and culture, research

INVOLVEMENT IN VP

Even though Fondazione di Venezia is not directly involved in VP, it is keen to learn from the experience of members of EVPA and hosts one of EVPA’s annual meetings in Venice.


Fondazione di Venezia is mostly involved in acting through a number of instrumental entities operating in the fields of arts, culture, education and transfer of technology.

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Fondinvest capital

33 rue de La Baume 75008 Paris France

Contact Charles Soulignac

Tel +33 1 58 36 48 00 Email [email protected] Website www.fondinvest.com

OVERVIEW

Presentation Fondinvest Capital is an independent portfolio management company specializing in private equity fund of funds activity. The firm is a pioneer in this business in Europe as it created one of the first private equity funds of funds.


Year of origin 1994


Activities Private equity fund of funds


Since inception, Fondinvest Capital has been managing 3 pure primary funds of funds with Fondinvest I-III-V; 3 secondary funds with Fondinvest II-IV-VI; and 2 separate accounts, representing €1.5 billion managed with over 200 funds invested in various private equity stages and geographical areas. The funds are subscribed by European, US, Middle Eastern and Asian investors, including banks, insurance companies, pension funds, retirement pension funds, or family offices. Fondinvest Capital’s investors demonstrate high confidence and satisfaction in re-upping in the successor funds of funds. Fondinvest Capital is currently launching Fondinvest VII, a primary fund of funds, and Fondinvest VIII, a secondary fund.

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Formuesforvaltning aS Stiftelsen et rikere

Henrik Ibsensgate 53 0181 Oslo Norway

Contact Ingrid Stange

Tel +47 24 12 44 00 Mail [email protected] Website www.formue.no

OVERVIEW

Mission Formuesforvaltning AS is the largest privately-owned, independent wealth management firm in Norway.


Year of origin 2000

Headquarters location Oslo, Norway

Activities Wealth Management

INVOLVEMENT IN VP

Formuesforvaltning AS is the first wealth management firm in Norway to offer investment opportunities in philanthropy. Through its Philanthropic Services, it helps to define strategy and goals for donations, and to set up means to reach the goals. Its clients include private individuals and major foundations. The level of engagement varies from total management of foundations to advice on measurement of efficiency. Formuesforvaltning AS also establishes philanthropic funds where its clients are invited to co-invest with the company. Through its Philanthropic Forum, Formuesforvaltning AS aims to inform and inspire foundations and wealthy individuals to participate in engaged philanthropic activities.


Through long-term personal relationships, cutting-edge investment solutions and comprehensive portfolio reporting, Formuesforvaltning AS is fully equipped to manage all functions related to the management of financial portfolios, including tax planning and management, and corporate servicing tailored to the individual client’s specific needs. Clients include private individuals, organisations and foundations.

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Forum for active philanthropy Gmbh

Monbijouplatz 2 10178 Berlin Germany

Contact Dr. Felicitas von Peter

Tel +49 30 240 88 24 0 Email [email protected] Website www.activephilanthropy.org

OVERVIEW

Mission Active Philanthropy’s mission is to create a more active and engaged giving culture in Europe where donors contribute not only financial resources but also professional experience, time and contacts.

Type of organisation Independent philanthropy intermediary and advisor

Year of origin 2006


SERVICES

Types of services Investment strategyStrategy consulting Coaching, mentoring of the CEO or the management team Networks Written information (resources, guides for donors)

Target audience Donors Foundation

Geographical focus Continental Europe



Active Philanthropy helps donors develop or strengthen their personal giving strategy and encourages them to meet, pool resources and ideas and learn from each other. Therefore Active Philanthropy provides the following services:

y Publication of reports on selected funding areas as well as guides on methods and skills of effective giving

y Workshops bringing together peers who are interested in the same funding area or management issue

y Expeditions that explore certain funding issues in depth and facilitate an exchange with peers and experts on the ground

y Individual advisory services on all issues connected with developing a giving strategy

y Project management tasks at the donors’ request, like identifying and assessing good projects to support or managing existing projects.

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OVERVIEW

Mission GMT III Charitable Trust is the charitable arm of GMT Communications Partners. It has been established to make meaningful contributions to charities that address underfunded social issues.


Year of origin 2006

Headquarters location Guernsey

GMt iii charitable trust

PO Box 71 Les Banques Trafalgar Court St Peter Port Guernsey GY1

Tel +44 20 7292 9333 Email [email protected] Website www.gmtpartners.com

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halder Beteiligungsberatung Gmbh

Barckhausstr. 12-16 60325 Frankfurt am Main Germany

Contact Paul De Ridder

Tel +49 69 24253311 Email [email protected] Website www.halder.eu/en

OVERVIEW

Presentation Halder is a private equity investor and is well established in German midcaps with a preference for companies characterized by independent management, a strong market position, a track record of positive earnings and a turnover ranging from €20 million to €400 million.Investment is geared towards ownership succession solutions for family business, spin-offs from large corporations, changes in shareholder structure and expansion financing. Halder usually takes a majority stake, mainly by way of a management buy-out (MBO).

Type of organisation Company Fund

Year of origin 1991

Headquarters location Frankfurt am Main, Germany


139

hogan lovells

Atlantic House Holborn Viaduct London EC1A 2FG United Kingdom

Tel +44 20 7296 2962 Email [email protected] Website www.lovells.com

OVERVIEW

Presentation Hogan Lovells is one of the largest international business legal practices with over three thousand people operating from 27 offices in Europe, Asia and the United States.


Year of origin 1899


Activities Legal services

INVOLVEMENT IN VP

Hogan Lovells Pro Bono has been at the forefront of innovative thinking in the field of social entrepreneurship for over 12 years. It provides over 18,000 hours of free legal advice a year to dynamic social entrepreneurs who wish to develop solutions to alleviate problems of global concern. Hogan Lovells work on projects to help relieve social disadvantage in conjunction with some major venture philanthropists. The strength of Hogan Lovells Pro Bono program lies in the high standards of professionalism, clarity and practical legal advice for which the firm is known in its commercial work, being applied equally rigorously and enthusiastically to its pro bono practice. Hogan Lovells recognizes that a pro bono commitment is integral to the values of the firm.

140

iESE Business School

Avda. Pearson 21 08034 Barcelona Spain

Contact Johanna Mair

Tel +34 93 353 42 00 Email [email protected] Website www.iese.edu

OVERVIEW

Mission IESE Business School is committed to the development of leaders who aspire to have a positive, deep and lasting impact on people, firms and society through their professionalism, integrity and spirit of service. IESE aspires to be a world-class and truly global business school, seeking teaching excellence and research impact. IESE has two campuses in Barcelona and Madrid and facilities in Munich, New York and Sao Paulo, offering executive programs in key countries around the world.

Parent institution IESE Business School


IPSS - IESE Platform for Strategy and SustainabilityCenter for Business in Society“La Caixa” Chair: Corporate Social Responsibility and Corporate Governance

Year of origin 1958

Headquarters location Barcelona, Spain



IPSS - IESE Platform for Strategy and Sustainability

Teaching Entrepreneurial strategies for social impact (MBA, Global Executive MBA and Executive Education programs)

Events Doing Good and Doing Well Conference: Europe’s leading student-run conference on responsible business. http://dgdw.iese.edu/

Other Numerous case studies and publications on the topics of social entrepreneurship and social innovation. SELUSI research project - study of 800 social enterprises in Europe

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iheed Foundation

Fermoy Road, Mitchelstown County Cork Republic of Ireland

Contact Frank Doheny, Dr. Tom O’Callaghan

Tel +353 25 52080 Email [email protected] Website www.iheed.org

OVERVIEW

Mission The iHeed Foundation is a newly established Irish venture philanthropy foundation that focuses on health education. It supports the development, implementation and scale-up of innovations that measurably improve health education outcomes for children in Ireland, Sub-Saharan Africa and beyond.


Year of origin 2010

Headquarters location County Cork, Rep. of Ireland

Activities Venture Philanthropy


IHeed looks to fund programs that use new information technology and telecommunications systems to improve health education outcomes, with a focus on getting health information down the ‘last mile’ to poor or otherwise vulnerable communities by educating and up skilling the Community Health Worker and other healthcare practitioners.

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iKarE ltd

Brettenham House, 5 Lancaster Place London WC2EN United Kingdom

Contact Anne Holm Rannaleet

Tel +44 207 304 4300 and +46 70 378 9550 Email [email protected] Website www.ikinvest.com/CSR/IKARE

OVERVIEW

Mission Helping people “do it for themselves”, solving health problems and creating jobs.

Type of organisation CompanyCharity / non profit IKARE is a UK company limited by guarantee, which is also a UK registered charity

Year of origin 2006


INVESTMENT

Geographical focus Africa

Sector focus Education and research Health Other: Job creation is part of our approach

Target organisations Type: Social enterprisePhase: Pilot or start-up


Types of financing LoanConvertible loan Grant

Non financial services Coaching, mentoring of the CEO or the management team GovernanceFinancial managementMarketing and communicationNetworks

Examples of investment See www.stampoutsleepingsickness.com


IKARE has provided financial and non-financial support to both academic institutions and entrepreneurs involved in bringing animal health services to rural parts of northern Uganda.

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inSEaD

Boulevard de Constance 77305 Fontainebleau Cedex France

Contact Christine Driscoll, Associate Director, Social Entrepreneurship Initiative

Tel +33 1 60 72 41 28 Email [email protected] Website www.insead.edu/se and www.insead.edu/isic

OVERVIEW

Mission The mission of INSEAD is to promote a non-dogmatic learning environment that brings together people, cultures and ideas from around the world, changing lives, and helping transform organisations through management education. Through teaching, it develops responsible, thoughtful leaders and entrepreneurs who create value for their organisations and their communities. Through research, it expands the frontiers of academic thought and influence business practice.For the Social Entrepreneurship Initiative, it brings its academic expertise to bear upon the unique challenges faced by social entrepreneurs. Its research agenda aims to foster a two way dialogue: advanced management thinking is applied to the challenges of social entrepreneurs, while the innovative approach of social entrepreneurs is leveraged back into business research and corporate practice.

Parent institution INSEAD


INSEAD Social Entrepreneurship Initiative, www.insead.edu/se

Year of origin 2007

Headquarters location Fontainebleau, France



INSEAD Social Innovation Centre, www.insead.edu/isic Maag International Centre for Entrepreneurship, www.insead.edu/se

Teaching Social Entrepreneurship and Impact Investing are taught in MBA and EMBA classes as well as executive education. The pioneering INSEAD Social Entrepreneurship Programme (ISEP) is a preeminent executive education programme for social entrepreneurs, which has been running since 2005 and has trained more than 250 social entrepreneurs.

Events The INSEAD Social Innovation Centre runs conferences called Alumni Sustainability Roundtables twice a year as well as other innovative events and programs. Please see: http://www.insead.edu/facultyresearch/centres/isic/outreach/index.cfm.The INSEAD Social Entrepreneurship Initiative has just launched the Social Entrepreneurship Catalyst (www.insead.edu/secatalyst), a series of events, workshops, and networking opportunities for INSEAD’s social entrepreneurship eco-system. The Social Entrepreneurship Initiative also runs a yearly conference and reunion. Please see: www.insead.edu/se for more information.

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institute for philanthropy

2 Temple Place London WC2R 3BD United Kingdom

Contact Musa Okwonga, Director for Press

Tel +44 (0)207 240 0262 Email [email protected] Website www.instituteforphilanthropy.org

OVERVIEW

Mission Institute for Philanthropy works to increase effective philanthropy in the United Kingdom and internationally. Institute for Philanthropy does this by providing donor education, building donor networks and raising the awareness and understanding of philanthropy.

Type of organisation Charity / non-profit

Year of origin 2000


INVESTMENT

Target audience Donors Foundation Funds Government

Geographical focus Unspecified

Sector focus Education and research

Research interests Unrestricted funding, family philanthropy, management of charitable assets, spend out foundations, giving in a recession, climate change


With offices in London and New York, the Institute for Philanthropy is one of the world’s leading organisations providing international donor education. Its staff brings more than 50 years of experience at the highest level in strategic philanthropy. Institute for Philanthropy:

y Has worked closely with over 200 wealthy families and individuals from Europe, North America, Asia, Africa and the Middle East.

y Leads the world’s premier donor education programme in strategic philanthropy, The Philanthropy Workshop.

y Has worked with 25 of the UK’s 55 Community Foundations in the last 2 years.

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J p Morgan

10 Aldermanbury London EC2V 7RF United Kingdom

Tel +4420 7325 0633 Email [email protected], [email protected] Website www.jpmorgan.com

OVERVIEW

Presentation J.P. Morgan is a leader in financial services, offering solutions to clients in more than 100 countries with one of the most comprehensive global product platforms available. J.P. Morgan has been helping its clients to do business and manage their wealth for more than 200 years. J.P. Morgan’s business has been built upon its core principle of putting clients’ interests first. J.P. Morgan is part of JPMorgan Chase & Co. (NYSE: JPM), a global financial services firm.


Headquarters location EMEA Headquarters – London, United Kingdom

Activities Investment Banking, Corporate Banking, Treasury & Securities Services, Asset Management and Private Banking

INVOLVEMENT IN VP

Through the JPMorgan Chase Foundation, J.P. Morgan is committed to working in partnership with venture philanthropy organisations to respond to the deepening social need in the communities it serves. Globally, the Foundation provides over $100 million in grants on an annual basis to over 7,500 grant partners in the focus areas of Community Development, Education and Arts & Culture. Through strategic partnerships with organisations across the region, J.P. Morgan focuses its investments towards the most vulnerable people and support sustainable programmes that have a clear and measurable impact. It is this approach that continues to drive its investment in high impact programmes across EMEA (Europe, Middle East, and Africa) with the provision of not only financial capital but also human capital through the time and expertise of its employees.

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Jpa Europe limited

32-36 Loman Street London UK SE1 0EE United Kingdom

Contact John Pepin

Tel +44 780 305 1674 Email [email protected] Website www.jpa-group.com

OVERVIEW

Mission JPA’s vision is to be an indispensable partner to all its clients through the delivery of world-class support services. JPA is an exceptional professional services company operating in the commercial and third sectors helping clients to improve performance and competitiveness.JPA has in-depth knowledge of the verticals within which it works, allowing it to deliver technology and consulting solutions which enable clients to achieve their organisational goals.


Year of origin 1996


SERVICES

Types of services Strategy consultingResearchCoaching, mentoring of the CEO or the management teamGovernanceChange managementOperational managementFundraising or revenue strategyEnterprise development and growthCollaboration

Target audience Donors Foundation Funds Social Purpose OrganisationsGovernment

Geographical focus Europe, North America and South East Asia


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King Baudouin Foundation

Rue Brederode 21 1000 Brussels Belgium

Contact Benoît Fontaine

Tel +32 (2)-549 03 04 Email [email protected] Website www.kbs-frb.be

OVERVIEW

Mission The mission of the King Baudouin Foundation is clear and at the same time wide-ranging: to help to improve living conditions of the population. In its 1976 Constitution, the Foundation is described as “an independent structure that encourages original ideas and sets up new projects.”The King Baudouin Foundation supports projects and citizens who are committed to create a better society. In this way it can make a lasting contribution towards greater justice, democracy and respect for diversity.


Year of origin King Baudouin Foundation: 1976VP division: 2009

Headquarters location Brussels, Belgium

INVESTMENT

Geographical focus Belgium only for VP activities


Target organisations Type: Charity without trading, social enterprise Phase: Social entrepreneur without formal organisation, pilot or start-up, established but scaling up, mature


Funding available Size of endowment: €250 millionSize of dedicated VP fund: €1 million



3 years


Non financial services All types, depending on the needs of the organisation

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KpMG private Equity Group

1-2 Dorset Rise London EC4Y 8EN United Kingdom

Tel +44 20 7311 1000 Email [email protected] Website www.kpmg.com

OVERVIEW

Mission KPMG’s Private Equity Group is a dedicated group of professionals serving the private equity community globally.



Activities Private Equity advisory

INTEREST IN VP

Corporate social responsibility is central to the culture at KPMG. This means that the company believes in behaving ethically, safeguarding the environment and building positive links with the communities around it. Locally, this often means backing education initiatives but, in the wider community, KPMG staff support and lead projects to assist the homeless as well as people in debt or in need. More widely, KPMG backs initiatives to address climate change, the environment and sustainable development through KPMG’s Global Development Initiative through which it hopes to ensure that KPMG people can make a difference to issues of global significance.


KPMG’s Private Equity Group comprises practitioners from KPMG’s Advisory, Tax and Audit practices, including Corporate Finance, Transaction Services, Restructuring and Forensic.

The Private Equity Group at KPMG was established to support the link between a private equity fund, its managers, the transactions, the investments and the realisation of value. By offering a coordinated approach to the private equity business, KPMG firms can help private equity houses, which invest across middle and large leveraged buy-out markets, with their strategic, deal and portfolio management issues.

Underlying KPMG’s approach is a single, consistent global methodology – no matter where its clients are doing a deal, KPMG firms are committed to providing a high standard of work with a forward-thinking perspective.

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lapiluz advisory Services

Lei 19 / 10 B-3000 Leuven Belgium

Tel +32-485-47.08.09 Email [email protected] Website www.lapiluz.com

OVERVIEW

Mission Lapiluz Advisory Services is an independent investment advisory and consulting firm servicing private foundations, venture philanthropists and high net worth individuals to support the strategic development and investment management aspects of their international development and impact investing activities. It aims to introduce and apply key business concepts, capital efficiency and financial transparency from the venture capital and private equity industry into the field of international development, without jeopardizing the social objectives and impact of international philanthropy.


Year of origin 2008

Headquarters location Leuven, Belgium

SERVICES

Types of services Investment strategy Strategy consulting Fundraising or revenue strategy Financial management

Target audience Donors FoundationFunds

Geographical focus Africa and Latin America

Sector focus Development and housing


Lapiluz’s founder and managing director, Liesbet Peeters, combines professional expertise in finance and private equity with extensive experience in international development. For the last two and a half years, she has worked for the Grassroots Business Initiative at the World Bank, where she worked with numerous NGOs, social enterprises, partner donors and foundations on identifying and funding micro-economic development projects, mainly in West Africa and South-East Asia. Previously, Liesbet gained solid expertise in finance and private equity/venture capital deal-making, fund structuring and administration, investor reporting and fundraising, working in various positions in the private equity/venture capital industry in Europe.

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l’initiative philanthropique

21 rue Ballu 75009 Paris France

Contact Jerome Kohler

Tel +33 66 076 4755 Email [email protected] Website www.initiative-philanthropique.com

OVERVIEW

Mission L’Initiative Philanthropique is a philanthropic advisers consultancy firm that advises, in Europe and in the US, 1) Families and individuals on their philanthropic projects 2) Family offices, private banks, private equity firms (BNP-Paribas Wealth Management, Natixis Private Equity, HSBC private bank) and lawyers on their philanthropic services and 3) Companies on their strategic corporate philanthropy.

Type of organisation Company Fund (new)

Year of origin 2001


SERVICES

Types of services Investment strategy Performance measurementStrategy consulting ResearchCoaching, mentoring of the CEO or the management teamGovernanceFundraising or revenue strategy Marketing and communication Legal advice HR management Networks Survey on philanthropic trends and philanthropists’ motivations

Target audience Donors Foundation Funds Social Purpose Organisations Government

Geographical focus Europe and USA


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SERVICES (continued)

Sector focus Advocacy Children, youth Culture and recreation Development and housing Education and research Environment Health Social services CleantechMicrofinance Philanthropic financial products and services

Research interests Strategic and comparative philanthropy, philanthropists motivations


The company also helps non-profit organisations and institutions such as museums and foundations in their development and companies in their corporate giving strategies. L’Initiative Philanthropique has published, in collaboration with l’Ecole des Hautes Etudes en Sciences Sociales, the first survey on the philanthropic motivations of HNWIs (65 interviews of wealthy individuals or family with assets between €5M to €13 billion) in Europe for an international private bank.

The company is strongly committed to developing venture philanthropy in Europe, not only as a member of EVPA, but also by helping individuals or companies to set up their own venture philanthropy vehicles and activities or to identify beneficiaries.

Before founding L’Initiative Philanthropique, Jerome Kohler, its director, was the deputy director of the foundations department of Fondation de France (the main community foundation in France with more than 600 funds), adviser to the CFO of the Caisse d’Epargne Bank, head of the corporate giving of the L’Oreal Group, adviser to the chairman of the Louvre Museum and executive director of the American Friends of the Louvre in New York.

He is also a member of the board of several non-profit organisations such as Humanity in Action Inc, Fondation Demeter, Paris-Musées and was part of the credit committee of PlanetFinance and also sits on the board of the ESSEC alumni association

Jerome is one of the three co-founders and funders of the newly created European Philanthropy Chair at Essec Business School to promote research on European philanthropy and foundations (2010) and has been strongly involved in the definition of its research program and its fundraising.

l’initiative philanthropique


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lundin for africa Foundation

Suite 2101 – 885 West Georgia Street Vancouver, BC - V6C 3E8 Canada

Contact Stephen Nairne

Tel +1.604.806-3082 Email [email protected] Website www.lundinforafrica.org

OVERVIEW

Mission Founded in 2005, Lundin for Africa (LFA) is the philanthropic arm of the Lundin Group of Companies, which has invested actively in Africa for over 35 years. Through a mixture of grants and impact investments, LFA supports innovative, high-impact initiatives that enable sustainable agricultural livelihoods and support SME development across sub-Saharan Africa.


Year of origin Lundin for Africa Foundation: 2005Lundin for Africa funds: 2009

Headquarters location Vancouver, Canada

INVESTMENT

Geographical focus Africa

Sector focus Agriculture and AgribusinessSmall and Medium Sized Business

Target organisations Type: Charity with trading, social enterprise, small and medium-sized businessPhase: Pilot or start-up, established but scaling up




5 -10 years

Types of financing Senior loan Convertible loanEquityGrant

Non financial services Do not directly provide non financial services

153

MaM pte ltd

107A / 108A Amoy Street Singapore 069928

Contact Hiroyuki Maki

Tel +65 6336 3825

OVERVIEW

Mission MAM Pte Ltd was founded in September 2006 to engage in proprietary trading and principal investment for Melco Holdings Inc., and began managing third party capital upon MBO by its employees in October 2007. The firm currently manages a wide variety of strategies for investors.

Type of organisation CompanyFoundation

Year of origin 2006

Headquarters location Singapore

INVESTMENT

Geographical focus Asia

Sector focus Children, youthEducation and research

Target organisations Type: Charity without trading Phase: Pilot or start-up




3 Years

Types of financing LoanGrant

Non financial services Governance

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Martin und Gerda Essl Sozialpreis gemeinnützige privatstiftung

Aufeldstrasse 17-23 3400 Klosterneuburg Austria

Contact Dr Michael Fembek

Tel +43 2243/410 9149 Email [email protected] Website www.esslsozialpreis.org

OVERVIEW

Mission In the foundation deeds are the following guiding principles: to support people in need, to advance the public awareness of the necessity to support those in need and to allow those people to receive the training they require.


Year of origin 2007

Headquarters location Klosterneuburg, Austria

INVESTMENT



Target organisations Type: Social entrepreneurshipPhase: Mature

Annual expenditure on VP Approx. €3.3 million (2008-10)

VP average investment size €1 million (Essl Social Prize)


1 - 3 years

Types of financing Guarantee Grant

Non financial services Strategy consulting

Examples of investment Essl Social Prize (www.esslsocialprize.org)


Supporting Ashoka Globalizer and Ashoka in Austria and CEE Countries.

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Media Development loan Fund

Salvatorska 10 110 00 Prague 1 Czech Republic

Contact Peter Whitehead

Tel +44 7793050670 Email [email protected] Website www.mdlf.org

OVERVIEW

Mission Media Development Loan Fund is a mission-driven investment fund for independent news outlets in countries with a history of media oppression.


Year of origin 1995

Headquarters location Prague, Czech Republic and New York, United States

INVESTMENT


Sector focus Media

Target organisations Type: Social enterprise, independent news businessesPhase: Social entrepreneur without formal organisation, pilot or start-up, established but scaling up, mature

Annual expenditure on VP €6.5 million (2009)



5-7 years

Types of financing Guarantee Loan Convertible loan Equity

Non financial services Strategy consulting Governance Change management Operational management Fundraising or revenue strategy Financial management Marketing and communication IT Legal advice HR management


156


Examples of investment In Zimbabwe, MDLF provided financing and strategic advice to Alpha Media Holdings (AMH) to launch NewsDay, the country’s first independent daily in seven years. Since it appeared on the streets in June 2010, NewsDay has broken the government’s monopoly of the daily press and has increased its print-run twice to meet the massive demand for independent information. With MDLF assistance, AMH was also able to open an independent printing press in Harare in October 2009. AMH is co-owned by Zimbabwean Trevor Ncube, deputy chairman of South Africa’s Mail & Guardian, a long-time MDLF client and the country’s leading investigative paper.

Media Development loan Fund


157

MVision private Equity advisers

Connaught House, 1-3 Mount Street London W1K 3NB United Kingdom

Tel +44 207 491 8500 Email [email protected] Website www.mvision.com

OVERVIEW

Presentation MVision Private Equity Advisers is widely recognised as the world’s leading independent international alternative assets placement and strategic advisory firm, focusing on Private Equity, Real Estate, Real Assets, Credit and direct transactions, in both the developed and emerging markets.


Year of origin 2001


Activities International alternative assets placement and strategic advisors

INTEREST IN VP

MVision provides hands-on-support, advice and sponsorship to a number of academic institutions and Venture Capital associations including the Private Equity Institute at the London Business School, Cass Business School, INSEAD Business School, European Venture Capital Association (EVCA), Emerging Markets Private Equity Association (EMPEA), Australian Private Equity & Venture Capital Association (AVCAL) and the New Zealand Private Equity & Venture Capital Association (NZVCA). One of MVision’s management team is the Chairman of the EVCA Working Group for Responsible Investment and instrumental in setting up a worldwide association for promotion of know-how on ESG issues for private equity. MVision professionals participate in our corporate programme, MPhil which supports individual staff philanthropic initiatives including supporting a number of local charities globally.


MVision raises capital for and advise on a wide variety of alternative assets funds and investment strategies, including direct transactions and managed accounts, leveraging all resources for each client. MVision executes as one team - an industry-leading group of 50 professionals operating out of offices in London, New York and an associated consultancy office in Hong Kong, covering established and new institutional investors in North America, Europe, the Middle East, Asia, Australia and other markets. MVision has established a reputation for delivering the highest levels of strategic advice, private placement skills and professionalism, routinely exceeding the most demanding expectations of its clients worldwide.

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natixis private Equity

5/7 rue de Monttessuy 75007 Paris France

Contact Xavier Thauron

Tel +33 158192221 Email [email protected] Website www.natixis-pe.com

OVERVIEW

Presentation Private Equity for small and medium sized companies in Europe, Asia & America. Natixis Private Equity operates in venture, growth capital and fund of funds through 15 dedicated investment teams based in Europe: France (Seventure, Ventech, Naxicap, Epf & Dahlia), Italy (Cape), Spain (MCH), Germany (Finatem), Holland (Holland Ventures), Poland (Krokus) but also in the US (Caspian); in Brasil; in China and India (Eagle).

Type of organisation Company Fund Partnership

Year of origin 1984



INVOLVEMENT IN VP

Natixis Private Equity has supported EVPA since 2006, and the Knowledge Centre since its creation in 2010.

PhiTrust Partenaires: the only French Private Equity fund investing in companies with a wide social purpose, main Venture Philanthropy program of Natixis Private Equity (shareholder, member of the board and the investment committee, including expertise and involvement on a voluntary basis).


Private Equity department of Natixis: French listed bank member of BPCE Group (Banques Populaires & Caisses d’Epargne). Major Private Equity investor in French small & medium sized companies.

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new philanthropy capital

3 Downstream, 1 London Bridge London SE1 9BG United Kingdom

Contact Tris Lumley

Tel +44 207 77856300 Email [email protected] Website www.philanthropycapital.org

OVERVIEW

Mission New Philanthropy Capital (NPC) is a consultancy and think tank dedicated to helping funders and charities achieve a greater impact. NPC offers advice based on in-depth research of social issues and on its own unique method of analysing charities. NPC builds knowledge and tools to support charities and funders and encourage debate about what makes a charity effective and how to measure impact.NPC’s mission is to put effectiveness at the heart of how all charities work and how all funders give. Changing more lives. Doing good, better.


Year of origin 2001


SERVICES

Types of services Performance measurement Strategy consulting Research Governance Marketing and communication Impact reporting

Target audience Donors Foundation Social Purpose Organisations Government

Sector focus All human welfare sectors

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the ntr Foundation

Burton Court, Burton Hall Drive, Sandyford Dublin 18 Republic of Ireland

Contact Tara Humphreys

Tel +353 1 206 3758 Email [email protected] Website www.ntr-foundation.org

OVERVIEW

Mission The mission of the NTR Foundation is to address the challenges posed by climate change, resource sustainability and security of energy supply through the provision of targeted financial and expert support to entrepreneurial projects, research and non-governmental organisations.


Year of origin 2010


INVESTMENT

Geographical focus IrelandAfricaAsiaLatin America

Sector focus Education and research Environment CleantechEnergy

Target organisations Type: social enterprisesPhase: mature or scaling up

Funding available Size of endowment: €5 million cash plus €2.26 million NTR plc ordinary shares


3 years per investment for international projects

Types of financing Grants

Non financial services Marketing and communication


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There are three strands to the work of the NTR Foundation. Firstly, investment in international projects, secondly, investment in the communities of NTR Group businesses in Ireland and the US and thirdly, investment in policy and research.

In terms of international projects, the NTR Foundation will invest in a small number of large multi-annual international projects that involve both service provision and thought leadership. The NTR Foundation will seek to support existing work underway, either through strategic partnerships and/or directly into well-led organisations, which have a strong track record of success.

The NTR Foundation is in the process of selecting an organisation working in the area of clean energy generation in the developing world, for its first international project investment. This process will be completed by February 2011, with funding beginning in March 2011.

The NTR Foundation is also funding three projects under the ‘Group Projects’ funding stream. The first investment supports the Social Entrepreneurs Ireland Awards programme, which provides support to high-potential, emerging social entrepreneurs. The second investment supports the launch and publication of the Carbon Disclosure Project Ireland Report 2010. The third investment is for the Hymany Way Cleanup Project, which will remove illegally dumped waste and clean up and sign post a new walking way in East Galway, Ireland.

The NTR Foundation is also progressing the funding within the Policy and Research funding stream.

the ntr Foundation


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oFi private Equity capital

12, rue Clement Marot 75008 Paris France

Contact Olivier Millet

Tel +33 (0)1 40 68 60 44 Email [email protected] Website www.ofi-pecapital.com

OVERVIEW

Mission OFI Private Equity Capital is positioned on the buyout small cap market, primarily involving companies that have already gone through an initial structuring step during a primary buyout (the takeover then entails a secondary buyout) or an IPO (the takeover then entails a delisting, an operation referred to as “Public to Private”).


Year of origin 2000



INTEREST IN VP

One of the founder of the Sustainable Development Club within AFIC.

Realisation of a carbon footprint for OFI Private Equity management and its majority held companies .

Setting up of a CSR Charter in 2009.

ESG reporting (extra-financial performance indicators).

Setting up of an external expert committee.


OFI Private Equity Capital has a policy of long-term association with the management of the companies, who are also investing in their companies for the medium and long term. Its investment strategy focuses on investing in equity and mezzanine in secondary buy-out transactions of small-capital French companies valued between €15 million and €75 million.

Furthermore, OFI Private Equity Capital has been one of the first private equity firm to embrace ESG (Environment, Social & Governance) issues surrounding sustainable development in the investment strategy and in the development of its majority-held companies, to appoint a Director of sustainable development in 2008 and to adopt the UN PRI (Principles for Responsible Investment) in 2009.

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OVERVIEW

Presentation Pantheon is a leading global private equity primary and secondary fund of funds manager.


Year of origin 1982




Originally formed in 1982 as the private equity investment division of GT Management in London, Pantheon’s management acquired the private equity division in 1988 through a management buyout. Pantheon has 155 employees (as of October, 2010) with US$22.4 billion in assets under management (as of 30 June, 2010). The firm works to develop and implement private equity investment strategies for more than 300 institutional investors, including public and private pension plans, endowments, foundations and family offices.

Affiliated Managers Group Inc., alongside senior members of the Pantheon team, acquired Pantheon in 2010. The new ownership structure, with Pantheon management owning a meaningful share of the equity in the business, provides a framework for long-term succession and enables Pantheon management to continue to direct the firm’s day-to-day operations.

pantheon Ventures

Norfolk House 31 St James’s Square London SW1Y 4JR United Kingdom

Tel +44 20 7484 6200 Website www.pantheonventures.com

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OVERVIEW

Mission Partners in Ideas Foundation (PIF) is an independent, private foundation in Latvia promoting philanthropy focused on long-term changes.


Year of origin 2006

Headquarters location Riga, Latvia

INVESTMENT

Geographical focus Latvia

Sector focus Children, youth Education and research Environment

Target organisations Type: Charity without trading, social enterprisePhase: various stages of development

Annual expenditure on VP €20,000 in 2009

Funding available Size of endowment: approx. €16,000


Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Change management Operational management Fundraising or revenue strategy Networks


PIF supports social entrepreneurship start-ups, initiatives addressing the quality of education, and adequate employment opportunities for people with disabilities, strengthening NGO financial and organisational capacity through close partnerships with leading businesses and collaboration with the public sector. In 2009 PIF started a new initiative to set-up a pro-bono legal center.

Although PIF’s long-term ambition is to become a Venture Philanthropy fund, currently it acts more as an operational foundation, convening networks and garnering financial support for specific, long-term initiatives targeted at solving pressing social problems.

partners in ideas Foundation

Tallinas St. 88-5 Riga, LV-1009 Latvia

Contact Dr. Atis Zakatistovs, Chair of Board

Tel +371 67 29 46 46 Email [email protected] Website www.idejupartneri.lv

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permira

80 Pall Mall London SW1Y 5ES United Kingdom

Tel +44 207 632 1115 Contact [email protected] Website www.permira.com

OVERVIEW

Mission Permira is a European private equity firm with global reach. The Permira funds, raised from pension funds and other institutions, make long-term investments in companies with the ambition of transforming their performance and driving sustainable growth.


Year of origin 1985



INVOLVEMENT IN VP

In June 2005, Permira and CAN (Community Action Network) launched Breakthrough I, a UK-based fund that was set up to provide strategic support and growth capital to social enterprises with the ambition and potential to significantly scale up their business and thereby maximise their social impact. Breakthrough II was launched in October 2007 and supports leading organisations such as Speaking Up and Teach First.

In Germany, the Permira funds have invested in another such programme, ORK (Off Road Kids), which is seeking to increase its social impact by using private equity techniques to support and sustain growth.

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pontis Foundation

Grösslingová 59 811 09 Bratislava Slovakia

Tel +421 2 5710 8111 Email [email protected] Website www.pontisfoundation.sk

OVERVIEW

Mission Pontis Foundation encourages and supports the development and long-term financial sustainability of Slovak non-profit organisations.It supports the development of corporate philanthropy and corporate social responsibility and provides consultancy for creating philanthropic strategies. The Foundation also contributes to the development of civil society in non-democratic and transition countries and supports the development of a foreign policy for Slovakia and the European Union that is based on values of democracy, respect for human rights and solidarity.


Year of origin 1997

Headquarters location Bratislava, Slovakia

INVESTMENT

Geographical focus Slovakia


Target organisations Type: Charity without trading, charity with trading Phase: Established but scaling up, mature


Non financial services Strategy consulting Operational management Financial management Marketing and communication


The philanthropic activities of corporations and individuals in Slovakia are recognised by the annual Via Bona Slovakia Award organised by the Foundation. It also coordinates the Business Leaders Forum – an informal association of firms that commit themselves to enforce the principles of corporate social responsibility in Slovakia. It is the first Slovak foundation to launch a social venture fund to support non-profit organisations in Slovakia.

167

pricewaterhousecoopers S.à r.l.

400 route d’Esch BP 1443 L-1014 Luxembourg


Tel +352 49 48 48 25 64 Website www.pwc.com/lu

OVERVIEW

Mission PwC is one of the world’s largest providers of assurance, tax, and business consulting services. PwC believes that the best outcomes are achieved through close collaboration with clients and the many stakeholder communities they serve.


Year of origin 1849


Activities Assurance, Tax, and Business Consulting Services

INVOLVEMENT IN VP

PwC Luxembourg is highly involved in international impact investing projects supported by an interdisciplinary team which gathers expertise in the areas of investment strategy, risk management, tax etc. PwC is also involved in projects with foundations for the development of agriculture and health related issues in developing countries.

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private Equity Foundation

2 Bath Place, Rivington Street London EC2A 3DB United Kingdom

Contact Julie Nesbitt

Tel +44 (0)207 749 5129 Email [email protected] Website www.privateequityfoundation.org

OVERVIEW

Mission Empower young people to reach their full potential, enable charities to reach their full potential and help the private equity industry to reach its full potential.

Type of organisation Company Charity / non profit Foundation

Year of origin 2006


INVESTMENT


Sector focus Children, youthEducation and research

Target organisations Type: Charity without trading Phase: Established but scaling up

Annual expenditure on VP €3.7 million (up to July 2009)



3 years


Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Change management Operational management Fundraising or revenue strategy Financial management Marketing and communication IT Legal advice HR management Networks

169

prospectus

20-22 Stukeley Street London WC2B 5LR United Kingdom

Contact Simon Butler, Client Service Director

Tel +44 (0) 20 7400 6375 Emai [email protected] Website www.prospect-us.co.uk

OVERVIEW

Mission Prospectus has chosen to specialise in this sector for one reason – the extraordinary people who work here. Prospectus understands their vision and values, and like them is committed to addressing the challenges that face the society. Prospectus does this by searching for candidates to help build successful organisations and by helping these candidates to build their careers in the process.


Year of origin 1956


SERVICES

Types of services Recruitment

Target audience Social Purpose Organisations

Geographical focus England and Wales

Sector focus Children, youth Culture and recreation Development and housing Education and research Environment Health


Recruiting the right person to lead and manage an organisation is a real investment in its future success. Prospectus’ consultants have the experience, integrity and expertise to help organisations find skilled, inspiring leaders. Prospectus has successfully recruited a huge range of senior and executive level roles, building unrivalled specialist experience of the not for profit sector. Prospectus has built a reputation for outstanding quality and professionalism, based on attention to detail, rigorous candidate screening and a genuine understanding of what makes clients unique.

Prospectus is able to offer a total recruitment solution, including full search and selection, candidate search and profiling, response handling, and bespoke recruitment advertising campaigns. For further information, please visit Prospectus’ website: www.prospect-us.co.uk.

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the rayne Foundation

33 Robert Adam Street London W1U 3HR United Kingdom

Contact Tim Joss

Tel +44 (0)20 7487 9650 Email [email protected] Website www.raynefoundation.org.uk

OVERVIEW

Mission The Foundation’s mission is to understand and engage with the needs of UK society and specifically social bridge building.


Year of origin The Rayne Foundation: 1962 Venture Philanthropy division: 2005


INVESTMENT


Sector focus Children, youth Culture and recreation Development and housing Education and research Health Social services

Target organisations Type: Charity with trading Phase: Pilot or start-up, established but scaling up, mature

Annual expenditure on VP Highly variable

Funding available Size of endowment: €85 millionSize of dedicated VP fund: variable



Non financial services Fundraising or revenue strategy Marketing and communicationNetworks


The Rayne Foundation’s starting point is often social need rather than a specific organisation. Current examples include:

y Poor communication and understanding between religion and the media (start-up).

y Low level of civil society activity in numeracy – unlike literacy (pilots and start-up).

y Choreographers not sufficiently engaged with social issues but with great potential (scaling up).

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OVERVIEW

Presentation Salans is a leading international law firm of over 750 lawyers who serve their clients through offices located in leading financial and business centres in Western, Central and Eastern Europe, Russia and the CIS, Asia and North America. Its clients range from industrial and commercial companies, financial institutions, private funds, successful entrepreneurs, to governments and state-owned entities.


Year of origin 1978


Activities International Law Firm

INVOLVEMENT IN VP

Salans represents BAC (Business Angels des Cités), an investment fund and EVPA member which invests in companies created and managed by young entrepreneurs raised in the suburbs of Paris and other French cities.

Supported charities are: University of Sheffield, Naked Heart Foundation, Cosmetic Executive Women (Centres de Beauté), Unis-Cité.

Salans

5 boulevard Malesherbe 75008 Paris France

Contact Pascal Chadenet, Sandra Hazan

Tel +33 1 42 68 48 88, +33 1 42 68 47 85 Email [email protected] [email protected] Website www.salans.com

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Scholten & Franssen consultancy BV

PO Box 59695 1040 LD Amsterdam The Netherlands

Tel +31 6 17430741 Email [email protected] Website www.scholtenfranssen.nl

OVERVIEW

Mission Scholten & Franssen is an international consultancy that supports social entrepreneurship bridging the gap between non-profits and for-profits. It stimulates social entrepreneurship through consultancy and training.


Year of origin 2003


SERVICES

Types of services Investment strategy Performance measurement Strategy consulting Fundraising or revenue strategy


Geographical focus Worlwide



The consultancy’s clients include major for-profits, smaller non-profits and investors and foundations, in Europe as well in developing countries.

Peter Scholten is a specialist in the Social Return on Investment (SROI) methodology and has published three books on SROI. Together with his business partner Boris Franssen, he has published a Guidebook on Social Entrepreneurship (in Dutch and German). Peter is chair of EVPA’s Social Impact and Performance Measurement Working Group. One of Scholten & Franssen’s activities is stimulating double-bottom-line investments by banks and funds. The consultancy encourages financial investors to invest in social businesses – those with both clearly-stated financial and social objectives – by balancing financial returns with high social returns.

Through EVPA, Scholten & Franssen expects to stimulate this type of ‘blended-value investing’.

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Skoll centre for Social Entrepreneurship

Saïd Business School, University of Oxford 1 Park End Street Oxford OX1 1HP United Kingdom

Contact Dr Alex Nicholls

Tel +44 1865 288838 Email [email protected] Website www.skollcentre.org

OVERVIEW

Mission The Skoll Centre is a leading academic entity for the advancement of social entrepreneurship worldwide. It fosters innovative social transformation through education, research, and collaboration. We accomplish this by:

y Developing Talent: offer world-class graduate education that provides students with the vision and skills to bring together market-based approaches and social innovation.

y Advancing Research: generate research that contributes to the theory of social entrepreneurship and its practical applications to address critical global challenges whilst developing and supporting a network of academics and practitioners to disseminate this knowledge globally.

y Creating a Collaborative Hub: connect social entrepreneurs with thought leaders and key players in business, government, and philanthropy to enhance social impact.

Parent institution Saïd Business School, University of Oxford


Skoll Centre for Social Entrepreneurship

Year of origin 2003

Headquarters location Oxford, United Kingdom



The Skoll Centre’s research - drawing upon innovative, practical approaches implemented by social entrepreneurs – focuses on social finance, measurement/impact, and networks. Much research looks at the social investment landscape, including venture philanthropy.

Teaching The Skoll Centre delivers world-class graduate business education. One course explores social investment, and highlights venture philanthropy

Events The Skoll Centre co-hosts the Skoll World Forum, connecting accomplished social entrepreneurs with partners and investors who are essential to advance their impact.

174

Social Entrepreneurs ireland

First Floor, The Warehouse, 35 Barrow Street Dublin 4 Ireland

Contact Claire Murphy

Tel +353 1 631 6200 Email [email protected] Website www.socialentrepreneurs.ie

OVERVIEW

Mission Social Entrepreneurs Ireland enables high potential social entrepreneurs to maximise their potential impact in addressing social issues across Ireland through a combination of directed support, developing their networks and celebration and communication of their achievements.

Type of organisation CompanyCharity / non profitFund

Year of origin 2004


INVESTMENT

Geographical focus Ireland


Target organisations Type: Charity without trading, charity with trading, social enterprisePhase: Social entrepreneur without formal organisation, pilot or start-up, established but scaling up


Funding available Fund size: €750,000


Types of financing Loan EquityGrant


175


Non financial services Strategy consultingCoaching, mentoring of the CEO or the management teamGovernanceChange managementOperational managementFundraising or revenue strategyFinancial managementMarketing and communicationITLegal adviceHR managementNetworks


Social Entrepreneurs Ireland works with these high potential social entrepreneurs to enable them to maximise their impact because it believes that they provide the creativity, innovation and dynamism required to develop highly innovative and effective solutions to some of society’s most pressing needs. At the core of our activities is our Social Entrepreneurs Ireland’s activities in its Programme which provides financial investment and direct support to early stage social entrepreneurs through a four stage process: selection which identifies high potential social entrepreneurs; celebration which shares their stories with a wider audience; support which provides an investment package up to €130,000 and additional support to help them grow their organisations to deliver sustainable impact; and networking which helps them connect with the stakeholders that are going to be essential to their success.

Social Entrepreneurs ireland


176

Social Evaluator BV

P O Box 10192 1001 ED Amsterdam The Netherlands

Tel +31 6 31207090 Email [email protected] Website www.socialevaluator.eu

OVERVIEW

Mission The mission of Social Evaluator is to stimulate and facilitate the process of measuring social value creation within organisations that aim to optimize social return of their projects.

Type of organisation Company Social enterprise

Year of origin 2008


SERVICES

Types of services Performance measurement Research IT


Geographical focus International, with a focus on Western Europe and North America


Research interests Application of social impact measurement in specific sectors


Social Evaluator was established in 2008 as a social enterprise by two Dutch social investors and a leading SROI trainer. Social Evaluator supports organisations throughout the process of analysing and evaluating social impact. Social Evaluator offers training, on the job support and user-friendly online software to help its clients to embed social impact measurement in their organisation.

The social e-valuator software is based on the SROI principles. Workflow and calculations are automated to help users focus on the process of preparing an SROI analysis and collecting the relevant data from the stakeholders involved. Implementing the software in the social impact measurement process saves time and improves the quality of decision making.

Social Evaluator connects its clients to stimulate standardisation and learning, with the ultimate objective of helping them to improve their focus on social value creation.

177

towerBrook Foundation

Kinnaird House, 1 Pall Mall East London SW1Y 5AU United Kingdom

Contact Filippo Cardini

Tel +44 207 451 2020 Email [email protected] Website www.towerbrook.com/foundation

OVERVIEW

Mission The TowerBrook Foundation is a charitable foundation that is funded from the profits of its business. It makes donations to charities that operate in its communities. The Foundation is an integral part of the identity and culture of the firm. It reinforces its ethos and furthers the values it seeks to promote within its business.



INVESTMENT

Geographical focus Western Europe

Sector focus Children, youth Education and research

Target organisations Type: Charity without tradingPhase: Mature


The Towerbrook foundation’s goals are to give back to its communities, to invest in its culture and to build relationships with its management partners and portfolio companies.

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As one of the first banks engaging in philanthropy, UBS commitment to this subject goes back many years. It is a commitment continually reaffirmed, reinforced and expanded. Building on our track record and experience, UBS has established a single, global team of over 30 experts offering a “one-stop” professional approach to all aspects of philanthropy, strategic charitable giving and values-based investing.

Philanthropy & Values-Based Investing delivers services within two distinct areas:

Values-Based Investing

Offers opportunities to leverage an investing style that considers criteria based on social and environmental values alongside financial returns, e.g. through active pursuit of investment opportunities in sectors and companies that can generate social and environmental impact as well as financial returns (impact investments), SRI thematic investments and SRI portfolio screening and portfolio management approaches.

Philanthropy

Philanthropy Services: provides strategic advice throughout all stages of the philanthropic lifecycle as well as access to cutting edge knowledge exchange platforms.

UBS Optimus Foundation: offers UBS clients a broad range of options for becoming involved in efforts in the areas of children’s overall well-being and global health research.

uBS

Philanthropy & Values-Based Investing Bärengasse 16 8001 Zürich Switzerland

Contact Mario Marconi Tel +41-44-234 89 91 Email [email protected] Website www.ubs.com/philanthropy

Philanthropy Services

UBS OptimusFoundation

Values-BasedInvestments

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179

university of cambridge

Department of Geography Downing Place Cambridge CB2 3EN United Kingdom

Contact Noah Isserman, Researcher, Consultant, PhD Candidate

Tel +44 1223 333 399 (Dept.) Email [email protected] Website www.cam.ac.uk; www.geog.cam.ac.uk

OVERVIEW

Presentation Cambridge is one of the world’s oldest universities and leading academic centres. The University comprises 31 Colleges and over 150 departments, faculties, schools and other institutions.The Department of Geography, a subject that has been taught at Cambridge for more than a century, has 35 academic staff, including influential economic geographers.

Parent institution University of Cambridge


Noah Isserman, Department of Geography, Researcher, Consultant, PhD Candidate

Year of origin 1209

Headquarters location Cambridge, United Kingdom



Hopefully to be created.

Teaching Occasional discussion in courses and seminars in academic departments and the Judge Business School. Lecture in Master of Studies degree in Social Enterprise and Community Development.

180

university of Warwick

Coventry CV4 7AL United Kingdom

Contact Mary McGrath

Tel +44 (0)24 7652 2661 Email [email protected] Website www.warwick.ac.uk

OVERVIEW

Presentation Warwick has attained the position of one of Britain’s leading universities in the short period since it was founded in 1965. The University is consistently rated in the top group for the high quality of its teaching and research. Warwick was the first research-led University to give priority to widening participation and to lifelong learning.

Year of origin 1965

Headquarters location Coventry, United Kingdom


Teaching Andreas Rasche, Assistant Professor of Business in Society, Warwick Business School – teaches corporate and social responsibility to business school undergraduates and the Masters in Management programme.Professor Andre Spicer, Industrial Relations and Organisational Behaviour Group, Warwick Business School.


The University cultivates close and productive links with its local and regional community and will continue to expand its work at an international level in both teaching and research. It has a strong tradition of working in collaboration with business and industry and playing an active role in economic regeneration. Finally, it recognizes that its futures success and direction will be dependent upon how it embraces and respond to new information and communication technologies.

181

unltd Ventures

123 Whitecross Street London EC1Y 8JJ United Kingdom

Contact Jonathan Jenkins and Jo Hill

Tel +44 207 566 1100 Email [email protected] Website www.unltd.org.uk

OVERVIEW

Mission Reach out and unleash the energies of people who can transform the world in which they live: people who it calls social entrepreneurs. It works for a world where people act to make it better.

Type of organisation Charity / non profitFoundation

Year of origin 2002


INVESTMENT



Target organisations Type: Charity without trading, charity with trading, social enterprise Phase: Social entrepreneur without formal organisation, pilot or start-up, established but scaling up


Funding available Size of endowment: €120 million


1 year


Non financial services Strategy consulting Coaching, mentoring of the CEO or the management team Governance Change management Operational management Fundraising or revenue strategy Financial management Marketing and communication Networks


182


UnLtd Ventures is the in-house consultancy division of UnLtd. It provides business support to a number of outstanding social entrepreneurs, helping them to scale up or replicate their organisations or get investment ready via its UnLtd Advantage programme. Where appropriate UnLtd Ventures acts as a broker between its clients and providers of a range of different types of funding. UnLtd Ventures provides the support and tools that will help entrepreneurs to grow local initiatives into robust and financially sustainable organisations, through scaling or replicating geographically or reaching out to different groups in the community.

UnLtd, the Foundation for Social Entrepreneurs, is a charity backed by a £100m endowment, which supports social entrepreneurs – people with vision, drive, commitment and passion who want to change the world for the better. A complete package of funding and support is provided to help these individuals make their ideas a reality. UnLtd are the leading provider of support to UK social entrepreneurs and offer the largest such network in the world, resourcing over 1,000 individuals each year through its core Awards programme and supporting tens of thousands more via direct engagement and partnership awards initiatives.

unltd Ventures


183

OVERVIEW

Mission Contribute to Early Childhood development and contribute to democratic homeland for Jewish people.


Year of origin 1956

Headquarters location Amstelveen, The Netherlands

INVESTMENT

Sector focus Children, youth Education and research

Target organisations Investments

Types of financing Mezzanine finance Equity Convertible grant

Non financial services Financial management

Van leer Group Foundation

Van Heuven Goedhartlaan 119 The Netherlands

Tel +31206453231 Email [email protected] Website www.vanleergroupfoundation.nl

184

OVERVIEW

Mission Wellington Partners is a pan-European venture capital company with offices in London, Munich, Palo Alto and Zurich. Founded in 1998, it primarily invests in the areas of Life Sciences, Digital Media, Renewable Energy and Energy Efficiency industries.


Year of origin 1998


Activities Venture Capital

Wellington partners

Theresienstrasse 6 80333 Munich Germany

Tel +49 89 21 99 41 0 Email [email protected] Website www.wellington-partners.com

185

young Foundation – launchpad

18 Victoria Park Square London, E2 9PF United Kingdom

Tel +65 6336 3825 Contact [email protected] Website www.youngfoundation.org

OVERVIEW

Mission Launchpad at the Young Foundation develops promising ideas into new social ventures by providing funding, social capital and entrepreneurial expertise.


Year of origin 2005


INVESTMENT


Sector focus Children, youthEducation and researchHealth

Target organisations Type: Social enterprisePhase: Social entrepreneur without formal organisation, pilot or start-up, established but scaling up

Average duration of VP support

2 years

Types of financing Loan, Equity, Grant

Non financial services NetworksStrategy consulting Coaching, mentoring of the CEO or the management team Governance Change management Operational management Fundraising or revenue strategy Financial management Marketing and communication


Launchpad at the Young Foundation selects ideas for their potential to achieve high social impact through a new innovative, scalable and sustainable venture - business, social enterprise, non-profit or public institution. It has two main social venture funds currently, Health Launchpad and Learning Launchpad. Part of the Young Foundation, its goal is to speed up society’s ability to respond to changing needs. More information: www.youngfoundation.org

EVPA HONORARY MEMBERS

189

European Foundation centre

Avenue de la Toison d’Or 78 1060 Brussels Belgium

Contact: TBC

Tel +32 2 512 8938 Email [email protected] Website: www.efc.be

The European Foundation Centre (EFC) is the leading membership association representing public-benefi t foundations at the European level. It was founded in 1989 and is based in Brussels. The EFC currently has 230 members including community and independent foundations as well as corporate funders spread across 40 countries. A large majority (89%) are based in Europe.

The EFC develops and pursues activities in line with its objectives:

Benchmarking and capacity-building - The EFC aims to set standards and build professional capacity in the sector through a wide range of benchmarking and training activities. All members undertake to respect the EFC Principles of Good Practice.

Creating an enabling legal and fi scal environment - The EFC is leading the campaign for the creation of a European Foundation Statute, which would make it easier for foundations that wish to develop cross-border activities in the EU.

Documenting the foundation landscape - To facilitate the sharing of knowledge and information, and raise awareness about the valuable work foundations are doing, the EFC produces numerous publications including Eff ect magazine (biannual) and the e-newsletter EFC Update.

Networking and partnership building - The EFC promotes collaboration, both among foundations and between foundations and other actors, to advance the public good in Europe and beyond.

The EFC’s annual conference is the most important opportunity for professionals in the European foundation sector to meet each other and share ideas.

EFC members have established a range of Interest Groups and Fora which facilitate cooperation and exchanges of good practice in various fi elds of activity including: diversity, migration and integration; human rights and disability; protecting the environment; HIV/AIDS; global health challenges; social investment; research; Central and Eastern Europe.

The EFC hosts the secretariat of Donors and Foundations’ Networks in Europe (DAFNE), which supports cooperation among national networks which have been established in 21 European countries.

190

European private Equity & Venture capital association (EVca)

Bastion Tower Place du Champ de Mars 5 B-1050 Brussels Belgium

Tel +32 2 290 02 30 Mobile +32 477 52 15 53 Web www.evca.eu

The European Private Equity and Venture Capital Association (EVCA) is a member-based, non-profit trade association and was established in 1983 and is based in Brussels. EVCA represents, promotes and protects the interests of the European private equity and venture capital industry. Its goal is to create a more favourable environment for equity investment and entrepreneurship.

With over 1,200 members in Europe, EVCA’s role includes representing the interests of the industry to regulators and standard setters; developing professional standards; providing industry research; professional development and forums, facilitating interaction between its members and key industry participants including institutional investors, entrepreneurs, policymakers and academics.

EVCA’s activities cover the whole range of private equity, from venture capital (seed, start-up and development capital), to buyouts and buyins.

191

Serge raicher

Chairman and co-founder of EVPA

After more than 20 years in the Private Equity industry, including at Pantheon Ventures where he worked as a Partner between 2000 and 2009, Serge Raicher decided to focus on his philanthropic activities and more particularly on the European Venture Philanthropy Association which he co-founded and has presided over since October 2008. Serge seats at the Venture Philanthropy Investment and Management committee of the King Baudouin Foundation in Brussels and is a member of Toolbox a.s.b.l. Serge holds a MBA from INSEAD.

He is a French national who has lived in Brussels since 1996.

192

luciano Balbo

Co-founder and board member of EVPA

Luciano Balbo is an Italian private equity entrepreneur with over 20 years in the financial markets. He is the Founder and Chairman of Fondazione Oltre, the first Italian venture philanthropy foundation, located in Milan. Since 2003, Fondazione Oltre has developed a thorough knowledge of the social sector in Italy. In 2006 he raised an innovative Social Investment Fund - Oltre Venture. The fund invests exclusively in social enterprises that serve the middle and lower classes needs, and present credible models of sustainability, aiming to realize long-term investments for the benefit of the community.

193

Stephen Dawson

Co-founder of EVPA

Stephen Dawson was one of the first venture capitalists in the UK. He has been involved for 25 years with ECI, which specialises in mid-market buy-outs; he is now non-executive Chairman. Stephen has been a non-executive director of six companies which achieved a stock market quotation, including Guardian iT, ECI’s most successful investment, and Ovum PLC, where he was Chairman. He was named Personality of the Year at the Private Equity Awards in April 2007. Stephen is co-founder and former chairman of Impetus Trust, which has pioneered venture philanthropy in the UK. Impetus was the winner of the grantmaking category at the UK Charity Awards 2008. He is a founder trustee of the European Venture Philanthropy Association and a co-founder and Chairman of Jacana Venture Partnership, which is tackling poverty in Africa through investment in small growth businesses. He was awarded an OBE (Officer in The Most Excellent Order of the British Empire) in June 2010.

194

Michiel de haan

Co-founder of EVPA

Michiel de Haan has been active in venture capital since 1980 when he founded Atlas Venture, a European-American venture capital firm that has been involved in more than 300 venture backed companies. Currently he is General Partner of Aescap Venture, which he founded in 2005. Aescap invests in emerging Life Science companies in Europe Michiel is past chairman of the European Venture Capital Association (EVCA) and co-founder of the European Venture Philanthropy Association.

195

Doug Miller

Co-founder and former Chairman of EVPA

Doug Miller is an American, born in Kansas, but has lived the last 30 years in London. He has been active in the finance industry for over 35 years with senior positions in commercial lending, international leasing, investment banking and private equity. For the last 20 years, he has run his own company, International Private Equity Limited, which specialises in raising capital from institutional investors for private equity funds. He has advised on 24 funds, raising over US$ 6.5 billion. Doug’s charitable activities prior to EVPA have focused on international development projects, mine-clearing projects in Vietnam, Laos, Sri Lanka and minority education projects in the US and recently in England. He was also a founding trustee of Impetus Trust in the UK. Doug is presently doing initial work on launching the AVPN which will be a sister organisation to EVPA.

196

David carrington

19 Chelsea Park Gardens London SW3 6AF United Kingdom

Tel +44 20 7351 0670 Email [email protected] Web www.davidcarrington.net

David is an independent consultant working on the promotion of personal philanthropy and social investment and also on the funding and governance of charities and social enterprises. His clients have included many endowed, corporate and family foundations, private banks and wealth advisers, the first venture philanthropy ‘pooled fund’ in the UK, the European Foundation Centre and the UK Government.

He is a member of the Supervisory Board of the Triodos Bank in the Netherlands and has a charity governance training joint venture (‘On Board’) with the UK’s leading charity law firm. David also works as a ‘mentor/adviser’ for senior staff of several charities. His many lectures have included several that are relevant to venture philanthropy).

He has been Chief Executive of three UK foundations including The Baring Foundation (1992-1998).

He is a founding Director of the charitable company that publishes the global journal on philanthropy and social investment, Alliance and is a member of the Advisory Board of the Centre for Effective Philanthropy in the USA. Until this year, he has been chair of the editorial group of the Philanthropy UK e-newsletter and a member of the Social Investment Task Force in the UK.

199

FULL MEMBER CASE STUDIES

201

arK

the aiDS care team

The HIV/AIDS pandemic is decimating sub-Saharan Africa. In South Africa 1,000 people die every day due to HIV/AIDS, 20 per cent of children are expected to lose a parent by 2012, and five million people – 18 per cent of the adult population – are infected with HIV/AIDS. Mozambique has one of the highest HIV/AIDS prevalence rates in the world. The health system is desperately under-resourced: there are only 650 local doctors for a population of 20 million. Only 24 per cent of people have access to Antiretroviral Therapy (ART).

ARK’s vision is to work towards an ‘AIDS-free generation’ where children are not born with HIV and where HIV+ parents are well enough to look after their children.

By far the most significant problem at local primary clinics is a shortage of qualified personnel to take on the additional highly-complex workload of providing and supporting antiretroviral therapy (ART). ARK’s solution is to undertake the rapid recruitment and training of clinicians to establish SWAT (Swift Antiretroviral Treatment) teams.

A gap analysis is conducted in each clinic and SWAT teams are put together to meet their own specific requirements. SWAT teams are made up of any combination of doctor, pharmacist, pharmacy assistant, nurse, nursing assistant and data capturer, depending on the need of the clinic to provide the extra service of an ART programme.

As well as employing SWAT teams, ARK employs teams of community-based health workers (Patient Advocates) at each clinic. Patient Advocates support patients with home visits between their clinical visits to provide advice, care and support and have a dramatic impact on adherence and thus success of treatment.

In order to not draw staff out of the public health system (and thus further reduce its capacity), ARK will only accept applications from individuals in the private sector or from retired clinicians.

When a SWAT team has been successfully in operation for three years, the provincial government takes over the capacity ARK has built by employing the SWAT team directly. This allows ARK to exit and channel its funding to new clinics, whilst ensuring the sustainability of the service it established.

ARK’s sustainable and replicable system saves lives and builds the capacities of communities to obtain and stay on treatment.

In townships and villages of South Africa, AIDS affects over 20 per cent of young families. Every year over 60,000 babies are born with HIV and most die before their second birthday. The transmission of HIV from mother to child can be dramatically reduced with the right care. ARK has launched a programme focussing on the Prevention of Mother to Child Transmission (PMTCT) of the HIV virus to address the key gaps in PMTCT delivery; improve HIV testing uptake by mothers and provide a comprehensive, holistic package of care to HIV+ mothers and their infants. The programme is working to reduce the transmission rate to less than 5 per cent and treat a further 2,600 mother-baby pairs by 2011.

202

BonVenture Management Gmbh

Germany: DialogMuseum Gmbh

The DialogMuseum GmbH (the ‘Dialogue Museum’) was launched in Frankfurt, Germany, in 2005. This model project promotes the integration of the visually handicapped in the world of work, while also opening up new perspectives for sighted people.

The exhibition is kept in complete darkness – sighted people, now ‘blind’, are led through it by blind or visually handicapped guides. In this way, the handicapped can develop their skills in a work environment, while sighted people have the opportunity to sharpen their senses and swap roles. Visitors can also test their communicative competence by trying their hand at the games in the ‘Casino for Communication’. The venture is expected to generate an annual income of about €500,000 and 50,000 to 80,000 visitors each year.

DialogMuseum GmbH was granted a loan for bringing the internationally-successful concept of ‘Dialogue in the Dark‘ to Frankfurt. This start-up loan also covered the equity capital needed to found a limited company. The company is progressing as planned. In the next four years the loan will be paid back out of surpluses.

BonVenture has invested in the ‘Dialogue Museum’ because the founders are highly professional and the concept itself promises to be an effective way to promote the long-term integration of handicapped people into the workplace.

203

Breakthrough

Speaking up

In 2008, Breakthrough invested in Speaking Up, a social enterprise providing advocacy services for people with disabilities. The investment was to support and fund its regional expansion plans. In April 2010 Speaking Up merged with another provider of advocacy services – Advocacy Partners – to become one of the largest providers in the UK. Breakthrough played a critical role in the merger, including:

y Funding merger feasibility study

y Mobilizing specialist merger advice

y Governance expertise

y Scoping 100-day plan

y Continuing post-merger Chief Executive mentoring

y Specialist mentoring and operational support to management team

A reinvestment in Advocacy Partners Speaking Up supports a new programme to increase quality and productivity in service delivery. Jonathan Senke, Chief Executive of Advocacy Partners Speaking Up, says: “[A] merger can be a complex and time-consuming process for any organisation. The expertise and support provided by Breakthrough has meant that we have been able to keep entirely focused on the people who use our services and on our service provision, while developing our new organisation. Now that we are over 100 days, we are developing new quality standards and investing in new ways of working to ensure that we provide the best services to people who need them and remain the sector’s leading provider. The investment from Breakthrough will, once more, ensure that the voices of some of the most vulnerable people in society are heard and respected.”

204

caF Venturesome

Beat

Beat is the UK’s leading charity supporting people affected by eating disorders and campaigning on their behalf. Beat provide helplines and a self-help network across the UK for sufferers to talk about their experiences. They also work with professionals in the education and healthcare sectors to build their understanding of eating disorders.

Venturesome’s help

Although Beat’s fundraising pipeline suggested it would meet its budget for the year, there was little certainty about the timing of income. Venturesome provided a £60,000 ‘standby’, meaning a line of credit available to borrow if needed.

The security of the safety net offered enabled Beat to proceed with confidence, and avoided the charity having to cut costs, which would have had a negative impact on service levels and Beat’s future growth plans.

From stability to growth

Having stabilised core funding, Beat later identified the opportunity to develop ‘on-mission’ trading activities. Beat could not afford to risk its reserves to develop these activities. Venturesome provided a £100,000 unsecured loan to help the charity make the required investment to proceed with its plans, to be repaid over three years.

The charity has since established a strong and diverse funding base, enabling it to work with 140,000 people a year, a fourfold increase since 2005 when Beat was first in touch with Venturesome.

205

canopus

Brazil: the Quiron project

An initiative of the Institute for the Development of Natural Energy and Sustainability (IDEAAS) in Brazil and the Horus Institute, the Quiron Project, which began in 2002, combines income generation in rural areas with sustainable development, improvement of the quality of life quality and landscape, and environmental conservation.

The project’s components include:

y use of renewable energy;

y use of native species for purposes such as firewood and wood to use as shelter for cattle and windbreaks.

y restoration of degraded areas and environmental conservation;

y management of natural grasslands for cattle breeding.

CANOPUS has donated social venture capital to the project, as well as providing business development assistance (for instance, senior staff support to achieve objectives, help identify investors and partners for the project to finance the business plan and the project implementation, help promote and market the project and its results throughout the European Community, and provide logistical support for IDEAAS regarding investors and suppliers).

206


Global alliance for improved nutrition: reducing maternal and child under-nutrition

Through this initiative, CIFF aims to provide a market-based solution to dramatically reduce malnutrition in children and pregnant women.

The Global Challenge

Across the globe, 3.5 million children die every year as a result of malnutrition.

Facts:

y malnutrition is the primary cause of disease in children under 5;

y more than 1.1 million annual deaths of children under the age of five are the result of vitamin A and zinc deficiencies;

y stunting and iron deficiency anaemia account for over 20% of maternal mortality.

CIFF’s Investment for Children

The aim of this initiative is to reach more than 1 billion people with adequate nutrition, through fortification of the most commonly-consumed foods, to prevent the deaths of more than 55,000 children and 3,500 pregnant women annually.

The Global Alliance for Improved Nutrition (GAIN) is working to bring high-quality, fortified products to those across the globe most vulnerable to malnutrition. Working with the public and private sectors, this initiative will fortify the basic food products with vitamin A, zinc, iron and folic acid consumed by 80% of the population in 22 countries. As part of this programme, GAIN will also test strategies in several countries, to target and expand the reach of fortification to populations most vulnerable to malnutrition.

The initiative is particularly promising because it does not require behaviour change by the consumer and the benefits can be sustained by the markets and regulation.

CIFF is funding this programme in partnership with the Bill and Melinda Gates Foundation, and is committed to spending $50 million over the life span of the programme.

Impact

The initiative was modelled after pilot programmes in South Africa and China. In South Africa, neural tube defects fell by 30% after folic acid was added to maize meal and wheat flour. In China, fortification of soy sauce with iron resulted in a 33% reduction in anaemia incidences. Though it is too early to see results, the GAIN initiative is expected to demonstrate a reduction in maternal and child morbidity, disability and mortality associated with micronutrient deficiencies, and to enhance productivity of women and children suffering from impaired physical activity due to iron deficiency.

207

d.o.b foundation

BaSE technologies

Problem: 85% of the Ugandan population (27 million people), about 5 million households, have no access to electricity and healthy and safe lighting;

Solution: distribution of 200.000 lamps that will impact the lives of a million people;

Social impact: household income increase due to saving on kerosene expenses, level of children’s education, productivity and health;

Involvement d.o.b foundation: US$350.000, loan for 3 years at 10%.

BASE Technologies (Uganda) Ltd. is a Ugandan social enterprise that focuses on the distribution of affordable technological quality products, developed especially for the needs of people living at the base of the economic pyramid earning less than $4,- a day. Hence, the company name’s etymology.

d.o.b foundation supports BASE’s aim and efforts to make solar light available to a million people by 2011. The solar lamps are to replace the dangerous, unhealthy and expensive kerosene lamps that are now used by 90% of the Ugandan population.

The approach is to sell 200.000 lighting products through their network of NGO’s, retailers and micro-franchises. There are six products, varying from a single desk lamp/mobile phone charger; a home lighting system consisting of four larger lamps, a radio and charger; to the largest product: a village lighting system, which will be the next product to be released by BASE.

208

the Eh Foundation

healthpoint Services Global

As an example of the type of enterprise that the EHF seeks to support, we are pleased to provide details of our investment in Healthpoint Services Global. Founded by an accomplished serial entrepreneur, Dr. Al Hammond, Healthpoint is a hybrid healthcare organisation that provides tele-medical consultation with physicians, a wide range of advanced diagnostics, a licensed pharmacy and clean drinking water in rural India. Healthpoint is a business which is subject to all the financial metrics and rigors of any other enterprise aiming to deliver a financial return for its shareholders, but which also aims to generate a human benefit for the communities in which it operates.

Three Healthpoint units have been in operation since October 2009 with four additional units opening by the end of the year. Healthpoint directly addresses the life-threatening challenges faced by rural villagers. Prior to Healthpoint’s entry into the market these rural citizens had no choice of reliable sources for clean drinking water and quality medical care. The only options available were poorly trained doctors and there was a lack of approved medicines. As a result, these conditions led to more than one million child deaths per year from untreated diarrhea, inaccessible or unaffordable healthcare, and tens of millions of unvaccinated children.

Now, rural Indians within range of a Healthpoint clinic, are able to pay an affordable price for clean water, medical diagnostics and approved pharmaceuticals. Clean water alone contributes to a higher standard of health in the village, as does quick and reliable treatment, which reduces overall time missed at work or school.

As a profit making business, Healthpoint is able to provide a quality of care above and beyond other local alternatives. The business is anchored in the village and incentivized to keep its costs low for its customers. Healthpoint is constantly streamlining its business model using effective and sustainable technologies to refine diagnostic capabilities and pharmaceutical distributions. Healthpoint also employs locals in each clinic, helping to contribute to the overall economic prosperity of the village.

209

Ferd Social Entrepreneurs

unicuS

UNICUS employs individuals with autism, and undertakes assignments for client companies in areas where its employees have particular skills as a result of their autism.

Its main area of activity is currently testing IT systems. UNICUS uses the employee’s strengths, interests and expertise to fill unsatisfied needs within society and businesses at market rates. The company aims to create both social return and a commercial return on equity for the benefit of shareholders, society, and not least its employees, who may have difficulty finding employment in the regular labour market, despite their high level of expertise.

Ferd Social Entrepreneurs supports UNICUS with €150,000 over three years.

new page

New Page is a non-profit foundation that provides individual support for vulnerable young people.

The members of the New Page team act as role models, mentors and bridge builders in young people’s own spaces such as leisure, school and home. Through shared goals, motivation, guidance, activities that promote personal skills and boundless care, the interaction promotes the young person’s development, with lasting change as its objective. New Page sells its services to the child welfare authorities, and also offers lectures, workshops and external supervision.

Ferd Social Entrepreneurs supports New Page with mentoring of the management team, a member of the Board from the Ferd Group, and €625,000 over three years.

210

Fondation Demeter

GEnEra (argentina / peru)

1.6 billion people worldwide lack access to electricity and other forms of modern energy, especially in rural areas. New solar energy technologies and microfinance experience can be important contributors to electrifying such regions.

Since 2004 Emprenda (a leading Argentinean Microfinance Institution) has been pioneering the provision of solar systems to poor rural households in the northwest of Argentina. Combining solar energy and microfinance, over 1,200 solar systems have been installed and financed by Emprenda in an environment presenting very unfavorable operating conditions. Emprenda has now reached 6 out of 10 households in its area of influence.

These years of experience have yielded amongst others, 3 key lessons:

y impact: solar energy is an effective tool for the reduction of poverty and vulnerability in rural areas.

y Demand: there is a very large demand for electricity amongst rural families, which is most efficiently served by solar energy.

y Sustainability: put together, high demand and market penetration, and good repayment rates, make the provision of solar energy a viable social business opportunity.

Since 2008, Emprenda has been a partner of Grupo ACP from Peru (www.grupoacp.com.pe), a leading player in microfinance and social ventures in Latin America for the past 40 years. This alliance gives Emprenda a strong platform from which to work on expanding its solar energy product regionally. Emprenda’s experience is the starting point for creating a new business model, that can take advantage of new technologies in renewable energies and can create the “last mile” channels by which these solutions can reach rural households.

GEnEra is the brand under which Emprenda is developing the business models that could expand the outreach of solar energy to rural areas of Latin America. Pursuing this objective, in April 2010 GENERA started operations in a second country: Peru.

impact

A solar system impacts the life of a poor rural family in 3 main aspects:

y Quality of life improvement: better quality of light, no risk of fire as with gas and kerosene, no hazard for human health, less pollution than with batteries, less risks from avoiding snake bites to being able to make an emergency call from a mobile phone).

y Income / savings: a rural household can actually save money over time by using a solar system, compared to its previous expenditure on gas, kerosene and batteries equivalent a total of U$S 2,400.

y Opportunities as rural homes need electricity to power electronic devices as much as it is needed in urban areas: radio, cell phone, internet access, TV, productive devices, home devices.

Demeter’s involvement with GEnEra

Demeter has been involved with Emprenda since 2003, then a young MFI, and through several areas of contribution:

y A soft interest-free loan was provided to enable the loan portfolio to grow at a time when the NGO was still not eligible for commercial funding. The loan was later cancelled as the NGO transformed into a for-profit company and developed a more commercially oriented funding strategy.

y A representative of Demeter was part of the Consultative Board established to help the founders of the MFI in their consolidation and growth strategy untill the partnership with Grupo ACP in 2008.

y A new Consultative Board has been set up to assist in the development of the GENERA brand and project, and a representative of Demeter is a part of it for mentoring and networking purposes.

211


the ‘Scuola oliver twist’ project in partnership with cometa and the region of lombardy

The Scuola Oliver Twist project addresses around 250 children from 14 to 18 to whom the conventional education system has been unable to offer suitable vocational training.

Students of the school comprise children with a middle-school leaving certificate who wish to continue their education through vocational training, and minors whose right to education is not being met or unaccompanied foreign minors.

The project seeks to meet the challenge of setting up a school where accommodation, education and vocational training are inextricably linked and where students can continue their education and also acquire the vocational skills to facilitate subsequent employment. The project is particularly effective in case where drop-out from school or learning difficulties are caused by personal, family and social disadvantages.

The school offers students high-level training courses and a stimulating, interactive educational environment, combining educational activities with specialist support, including educational counselling, social assistance, mutual family aid, sports activities, tutoring and opportunities for participation of their families.

Training and growth opportunities are embodied in proposals that give due consideration to relationships, emotional, cognitive and behavioural aspects in order to construct a personal professional path tailored to each student’s characteristics, aptitudes and lifestyle and in which it will be possible to combine education with a suitable level of technical training.

the three modules

As not all students learn in the same way, the school proposes three training modules:

y a three-year course for catering sector for students between 14 and 17 with a middle-school leaving certificate;

y a three-year course for the textile sector for students between 14 and 17 with a middle-school leaving certificate;

y courses intended to prevent drop-out (Liceo del Lavoro). These are intended for minors who are already following various educational paths but who, for various reasons, are considered to be potential or are actual drop-outs.

Each training project is unique and ‘personalised’ in order to meet each student’s specific characteristics, needs, expectations and desires. All three modules envisage a significant number of hours of work placement, thereby alternating hours of classroom teaching with hands-on experience in the workplace.

212

Fondazione paideia

listening to children: a journey through their well-being, problems and needs

A Community Participation Project

The Community Participation Project is a multi-year programme that was created by the Paideia Foundation to find an effective and innovative instrument to respond to the needs and demands of a community and to propose specific strategies of prevention and support for children and their families through the spectrum of childrearing to the well-being of the entire family. The towns that were chosen for the first project (2006-2010) were Moncalieri, Trofarello and La Loggia, which are located around Torino. A second Community Participation Project (2008–2012) is starting in the 25 towns which are part of Chieri district, Torino

The Project’s two main goals are;

y improving the global conditions in the lives of children through the development of indirect and direct action;

y creating and strengthening the active involvement of the local community around themes related to children.

Project Development

Phase 1: Research work

Phase 2: Selection of project ideas

Phase 3: Development of project: financing, monitoring and evaluating programme

The research work includes individual interviews and focus groups (with parents of children from 8 to 13, and those working with children in that age group including pediatricians, social workers and priests from local churches) and questionnaires. The study also records the children’s perceptions of their well-being and problems. Based on the research results, Paideia selects projects on child welfare and provides them with financial and strategic support: in Moncalieri, Trofarello and La Loggia there are three projects in the start-up phase.

Cooperation and the participation of the community are distinctive characteristics of this type of methodology. One of the main focuses is the collaboration with public institutions and the active involvement of community organisations and private groups, as well as ongoing contact with the local media. The community is an unique and indispensable partner in determining the best strategies and actions to improve the conditions in children’s lives. In the Community Participation Project the different phases are profoundly connected: the approach uses instruments and strategies which empower the local actors throughout the entire process.

See also: Maurizio R., Salvadori G., La città che ascolta i bambini – Moncalieri, Trofarello, La Loggia: desideri, paure e attese dell’infanzia, Fondazione Paideia, Torino 2007 (available on the website www.fondazionepaideia.it )

213


helping hand

Some years ago we used to organise a social entrepreneurship competition to introduce us to promising social enterprises, but we struggled to find the internal resources for the event organisation and logistics. To solve this problem and find excellent start-ups for our support portfolio, we created a special award for social enterprises in the frame of the popular Estonian youth entrepreneurship contest “Brain-hunt”. Now, the cooperation with “Brain-hunt” team saves us many resources, as they get extensive media coverage and provide high-quality trainings for their finalists.

We awarded last year’s prize to a non-profit organisation Helping Hand. Its mission is to increase the employment of disabled people in Estonia. The organisation not only provides workforce to other companies but also creates jobs proactively, using a social entrepreneurship model. Helping Hand takes action in the following areas: telemarketing, accounting, computer software development as well as hardware-related services.

The support by Good Deed Foundation was crucial for the team of Helping Hand to develop its idea from classical non-profit-model to a social entreprise. Having started their activities only in June 2010, their forecast for the year 2010 is to provide employment for 60-70 disabled persons.

Helping Hand provides its services around Estonia and its clients include both big corporations as well as SMEs. In autumn 2010, they expect to start co-operation with Estonian Unemployment Insurance Fund. Its example will provide inspiration for other young entrepreneurs to apply for our support in the years to come.

214

impetus trust

leap confronting conflict

In 2004, Leap was achieving impressive results in its conflict-resolution work with young people. However, it lacked the clear strategy needed to make the next step and become a national player. With the support of Impetus, in only four years Leap has grown phenomenally, and is now recognised as the leading youth conflict resolution charity in the country.

Leap had been in existence for around 15 years when its new chief executive Jenny Rogers came to Impetus in 2004. The charity had seen demand grow steadily for its pioneering work in conflict resolution, and Jenny believed there was much room for growth. However, she also recognised that Leap would need support if it were to become a national player.

During the due diligence process it became apparent that although Leap had a fantastic model, it did not have a clear strategy. Impetus corporate partner OC&C Strategy Consultants, which undertook the due diligence, summed up the problem: “Leap gets 100% positive feedback, but the offering is so complex that no-one can describe what Leap does in less than 45 minutes!”

The OC&C team reviewed Leap’s work and made a number of recommendations, which included restructuring management, adding a few key posts and building a formal codification of the knowledge and curriculum.

In early 2005, with Leap’s strategy devised, Impetus formally partnered with Leap. The support package consisted of £285,000 of Impetus funding (which it leveraged with co-investment of £260,000). Over the course of the investment, the Impetus Investment Director provided hands-on

management support and also facilitated the deployment of Impetus expert volunteers on 12 specific projects, which covered strategic, organisational and operational issues.

As a result of the Impetus investment, Leap has fully lived up to its promise – and its name – and surged forward on all fronts. Income has increased more than threefold and more importantly it is now able to help many more young people. In addition, Leap has developed its first regional base

in Yorkshire and The Humber and it has developed its courses and qualifications with the Leap Academy, Leap’s landmark initiative to create much needed formal Youth and Conflict Qualifications, seminars, publications and training courses for professionals. Leap has continued to focus on maintaining its research base and “intellectual property” in order to remain a leader in its field.

With a clear strategy, more assured funding, motivated management team and compelling, distinctive programmes, Leap enters the next phase of its growth with confidence.

“As an organisation, we’re on a different planet now than we were at the beginning of this relationship”.

Jenny Rogers, Chief Executive, Leap

215

inspiring Scotland

14:19 Fund

Focus

14 to 19 year old Scots struggling to make a successful transition from school into education, training or employment and the next stage of their lives.

Aim

Over an investment period of 10 years, to support 56,000 young Scots to take positive steps towards education, training or employment.

Impact

y £6.2 million invested in ventures in 2009; £3.7million invested in six months to June 2010.

y £4 million additional income leveraged by ventures in 2009; £3.1 million additional income leveraged in six months to June 2010.

y Over 3,300 young people actively engaged in venture services in 2009; over 3,100 young people actively engaged in six months to June 2010.

y Over 2,300 tangible qualifications and achievements attained by young people in 2009; over 3,100 tangible qualifications and achievements attained in six months to June 2010.

y Almost 1,000 young people achieved positive destinations of education, training or employment in 2009; over 1,300 achieved positive destinations in six months to June 2010.

y Inspiring Scotland provides non-financial support in the form of performance advisors, business mentors and pro bono professional services. Capacity building resources are allocated based on ventures’ needs, including governance support, business planning, business mentoring, marketing, communications and organisational development.

216

invest for children

Spain: project Savings plan

This year, Invest for children (i4c) offered five more savings plans for life to the best five employees with Down Syndrome who work for independent companies. The aim is to help the integration of these employees and to increase their motivation and self-esteem.

Invest for children has chosen Foundation Projecte Aura to implement this project because Projecte Aura, which uses the Supported Employment methodology, provides a personalised service to over 100 people with Down Syndrome to help their integration into the workplace.

To date, 20 workers have benefited from this initiative, having invested a total of 720,000 Euros.

Spain: project ‘habitat’

Habitat is a project that began in 2002 and offers the possibility for youth with Down Syndrome (and other learning disorders) to live with University students for a 3-month period.

i4c has undertaken to pay the rent of Habitat’s apartment for one year.

italy: project ospedale pediatrico Gaslini

Invest for children has provided the Children’s Hospital Gaslini in Genova with the necessary resources to acquire new equipment essential for the correct functioning of the Hospital.

At the Hospital Gaslini there are all pediatric specialties, 15 scientific laboratories, professorships, 500 beds with approximately 24,000 patients admissions per year, of which 50% are from other Italian regions and abroad. Almost seventy-five years since its founding, the Hospital is an international reality and looks to its renewal and expansion that allows it to maintain its ability to attract patients and to support research. Recently the Hospital has received the coveted accreditation standards of excellence based on the Joint Commission International, which aims to improve continuity of care and is supported by qualified and excellent research.

haiti: help to earthquake victims

Invest for children donated N.P.H. Italia/ Francesca Rava 75,000 euros raised to help the victims of the earthquake that affected Haiti in January 2010. This foundation manages a children’s hospital there. The donation will serve to attend urgencies, send more doctors, and repair the damage to the hospital.

217


Bridge international academies (Bia) - Kenya

Situation: Across Africa, formal basic education is regarded as a critical component of any strategy aimed at tackling the wide-spread poverty amongst millions of the poorest families. However, 30 percent of the world’s total primary school-age children who are not in school live in Sub-Saharan Africa. Acute teacher shortages, limited physical infrastructure, ineffective teaching methods and the lack of accountability put a severe strain on many state run primary schools – thereby hindering quality service delivery.

Solution: BIA has developed a comprehensively researched «build-and-operate» template designed to efficiently set up, run, grow and replicate quality low-cost primary schools specifically targeted at low-income/ poor families inhabiting the sprawling slums across Africa. The BIA model includes quality basic education at affordable fees (4 US dollars per child / month) to children from very poor families - who currently have limited access to good formal education opportunities.

LGT Venture Philanthropy’s engagement: LGT Venture Philanthropy is engaged with an equity investment of 200 000 US dollars, and provides BIA with ongoing mentoring support and access to its network. BIA is part of LGT Venture Philanthropy’s iCats Programme, a program that matches business professionals with temporary positions in our portfolio organisations, thus channeling necessary know-how into the organisations.

218

nESst Europa

hungary: Kek Madar

Hungarian civil society organisation Kek Madar Foundation is committed to creating economic and educational opportunities for people with intellectual and physical disabilities. It provides them temporary employment and job training in order to help them to transition to full-time employment and independent lives. Kek Madar’s social enterprise is a family-friendly restaurant, called Izlelő (“Tidbit”), which offers training and employment for people with disabilities, while at the same time providing a nutritious dining alternative. After having completed the training and worked at the restaurant, beneficiaries are then equipped to go on to find employment in the open job market, which enhances their integration into society. Revenues from the restaurant are reinvested into the foundation to improve its financial sustainability.

Kek Madar has been part of the NESsT Venture Fund portfolio since 2007. NESsT has invested capacity-building support valued at US$30,000 to Kek Madar for planning and launching the restaurant. It has also provided US$65,000 in direct financial capital, and recently granted a US$55,000 loan to be used for the expansion of the business. Through technical assistance, NESsT helped Kek Madar with the development and implementation of the business plan, a marketing and communication strategy and fundraising plan, taking into account the subsidy needs of the enterprise. As part of its later stage support, NESsT assisted the foundation with the improvement of enterprise operations, focusing on quality and cost effectiveness, revamping the foundation’s administration systems, and drawing up a fair and predictable remuneration and bonus system.

Ízlelő has shown impressive results exceeding both financial and mission impact goals: revenues have increased sevenfold since the opening; Izlelő now accounts for 12 percent of Kék Madár’s annual revenues; sales increased from 40 to 104 portions per day and the restaurant has placed seven beneficiaries on the open job market while still employing eight. Upon seeing the satisfaction of the restaurant’s clientele, Kék Madár identified additional market demand and undertook an extensive business analysis for the expansion of its social enterprise and set about raising funds to expand the restaurant by purchasing and refurbishing a neighbouring building. Based on its exceptional performance and its convincing business plan, NESsT chose Kék Madár as the first borrower in its Social Enterprise Loan Fund. In 2010, NESsT provided a loan in the amount of US$ 55,000 to be repaid in six years at very favorable conditions.

The expansion builds on strong market demand and past performance and projects increased social impact by training and employing 17 additional beneficiaries and training its full staff in advanced restaurant and catering skills. Kék Madár’s social enterprise has been very successful in implementation and has become a replicable model for transitional and permanent employment for disadvantaged people.

219

noaber Foundation

Mentalshare

Location

The Netherlands

Type

Social Investment/Social Enterprise

Social Issue

In the Netherlands, over 2 million people with mental disorders or addiction problems do not receive any treatment or professionval help. The burdens of this are heavy for the patient, as well as for society. Due to increasing health care costs, health care takers and insurance companies are looking for new ways to offer proper care at a reasonable (lower) price.

Solutions

Mentalshare – a social enterprise - provides innovative, evidence-based solutions for prevention and treatment via the internet at a reasonable cost. Compared to traditional care, online delivery of interventions is efficient: it can be tailored to the needs of individual clients and creates the opportunity for a range of additional services. Research has shown that for mental disorders, online treatment is at least as effective as traditional treatment. Therefore, e-mental health provides an opportunity to improve both the quantity and quality of care for mental disorders.

Initiative

The Trimbos Institute (NL) seeks to enhance quality of life by engaging in the development and application of knowledge about mental health, addiction and associated physical illnesses.

With a focus on knowledge sharing, the Trimbos Institute aims to undertake evidence-based activities, which are innovative and can be implemented in professional settings.

In the past few years, the organisation has started several initiatives in the area of e-mental health. These initiatives resulted in four different types of interventions: [1] Informative prevention: information about specific disorders and their impacts, including email contact for client-specific information; [2] Online self-help: the end-user follows an online course without any help or support from a professional; [3] Online intervention: the end-user follows an online course with help or support from a professional. The type of help or support is online, i.e. chat, email, online group discussion, video conferencing; [4] Treatment supported with online-tools: the treatment of mental health disorders by professionals, supported by online tools;

The interventions are all evidence-based, based on stepped care, take into account co-morbidity, enable disease management, cover prevention, treatment and care, have a flexible, modular and iterative approach and are suitable for different types of professionals: social workers, prevention workers, nurses, general practitioners psychologists, psychiatrists.

Social Impact

In order to get insight into the social impact of the initiative, the social e-valuator™ is used to value the social return on investment.

Noaber Foundation

The Noaber Foundation, together with the Trimbos Institute, took the lead in initiating Mentalshare as a social enterprise. As Venture Philanthropist, we provided non-financial support (e.g. structuring the organisation as a social enterprise and business plan development), tailored financing (cash and in kind investments) a multi-year commitment and social performance measurement (the social e-valuator™). Our high engagement is also reflected in the board seat we have.

220

oltre Venture

italy: Solidare

Fondazione Oltre has participated in the setting up of Solidare, a social cooperative comprising psychologists, psychotherapists and psychiatrists based in Milan and launched in September 2005. The cooperative offers a range of psychological services, including individual, family and group psychotherapy; counselling and psychological assistance; self-training courses; and training for schools and other non-profit organisations.

Importantly, the cooperative offers its high-quality services at a low cost to its clients, making its support widely accessible. The disadvantaged individuals it targets increasingly face psychological and other hardships, and find it extremely difficult to access the services they need. Moreover, whilst the public sector provides very limited psychological assistance, professionals operating in the private sector charge fees which are prohibitive to many. The services provided by Solidare are unique in the Milan area, and Solidare also is one of the first of its kind nationally.

Solidare’s key challenge is to become financially self-sufficient within two years, which will depend primarily on the fees paid by clients, and only partially on donations and public financing.

Fondazione Oltre is investing €40,000 in Solidare over two years. Support provided by Oltre is not only financial: the Foundation – which has become a partner in the cooperative and is represented on the Board of Directors – is also actively involved in providing organisational and strategic support.

After only a few months, the initial results are positive: in this short period, Solidare has acquired 60 private clients, and expects to break even at 100 clients.

221

the one Foundation

ireleand: headstrong

Headstrong, The National Centre for Youth Mental Health (Ireland), was set up by The One Foundation in 2006 with a mission to empower communities to support young people in Ireland aged 12-25 to achieve better mental health and well-being. Based on models in Australia and UK, Headstrong works with existing health, youth and other services to ensure that young people in local communities around Ireland can get the help they need when they need it.

One Foundation commissioned a feasibility study to design a response to the clear need and understand the scale of investment that might be needed. It hired a CEO and seconded a One Foundation staff member to support him as the start-up team, and a co-founder of One Foundation led the Business Planning process to secure start-up investment. One Foundation holds the Chair and both co-founders sit on the Board.

In its first year of life, Headstrong has hired a team of 11 staff members, produced research on the state of youth mental health in Ireland, secured the support of the Minister for Health, and developed the first county-wide plan for youth mental health (to serve a youth population of 38,000) in Galway, its first site, and is beginning work in two further sites. In addition, it has leveraged One Foundation’s investment by 75 per cent. A start-up investment of €1.32 million enabled the Headstrong management team to secure a further €1 million from the state for its first year. Further investment by One Foundation is envisaged.

www.headstrong.ie

222

phitrust

la Varappe Group, France

The Situation:

Finding a job for those who have become long term unemployed is a paramount social issue. To enable their effective return to the job market, much has to be done in the way of individual mentoring and skill building. For reasons inherent to the market economy, regular companies cannot fulfill this role.

The Answer:

La Varappe is a group of companies focused on social reintegration through employment. Through, training, mentoring and employment, the group enables those who for social, personal or psychological reasons have been set aside by the system to return to long term employment. To increase the success of its programs, La Varappe operates in various sectors (construction, waste management, outdoor maintenance, and renewable energy) and works closely with major industry players.

PhiTrust’s breakthrough support:

Historically set up as a not for profit dependent on public grants, La Varappe hit a wall in its ability to successfully bid in major tenders. Faced with a fossilizing business model, the group needed an innovative way to continue to grow and push its social mission. It took strategic and legal assistance as well as capital and debt investments from PhiTrust to accompany La Varappe in a strategic overhaul towards its present for profit business. Poised to expand its social impact, PhiTrust and La Varappe have continued to work hand in hand towards developing strong partnerships within the industry.

The impact:

Over the last three years, La Varappe has become a diversified and profitable group (2009 turnover: 6.4 million €). While some of its lines of business have suffered from market headwinds, it has successfully anticipated and diversified its business to strong growth sectors. Over this period, the number of workers (600) benefiting from La Varappe’s mission of social reintegration has doubled and successful long-term integration is well above the sector’s average.

223

Stiftung charité (charité Foundation)

Germany

Stiftung Charité’s efforts are aimed at re-inventing the venture philanthropy model to support entrepreneurship in and around the life sciences in Germany, especially at Charité – Universitaetsmedizin Berlin.

As a non-profit foundation, Stiftung Charité selects and supports knowledge entrepreneurs in academic medicine – changemakers among medical doctors, researchers and health care managers. It provides milestone-driven grants, coaching and conceptual support as well as political and sometimes operational assistance.

An example of an ongoing project is the tripartite clinical scientist/academic clinician/medical entrepreneur model for advanced medical training. These are new career tracks for MD/PhDs who undergo advanced training to become medical specialists. Currently, such advanced training is generally unstructured in Germany and follows a one-track-fits-all approach. Graduates are at the mercy of heads of department and often take a long time to earn their board certification in their specialty. Stiftung Charité has teamed up with ‘Junge Charité’ –a group of 30 young doctors and researchers selected for excellence in their academic work – to develop, for the first time in Germany, programmes that rely on individualised target agreements and that offer a choice of three career options for each medical specialty: graduates can choose a focus either on translational research, hospital management or medical entrepreneurship. Stiftung Charité developed the programmes with ‘Junge Charité’, provided initial funding to help the group build its operational capacity, lobbied with them to overcome scepticism at the local board of physicians and is now working with them to obtain additional grant funding from a large traditional German foundation. The aim is to implement these new programmes at Charité and then bring the model to scale by rolling it out to other German medical schools.

Stiftung Charité also uses a small portion of its endowment to undertake mission-related investments.

One of its initial investments is the MagForce corporation. Spun out of Charité, the company is active in the area of nanotechnological cancer therapy. Stiftung Charité holds 2.3% of their shares. They succeeded with an IPO at the small cap bourse in Frankfurt in the autumn of 2007. So far, Stiftung Charité is on track towards achieving a triple bottom line return with this investment – supporting a medical innovation for patients with brain cancer, fostering entrepreneurship at Charité and earning a financial return on its investment.

It will soon be possible to scale up these efforts significantly, because Stiftung Charité is participating, with other investors, in the launch of an early-stage venture fund. This Charité Biomedical Fund will focus on medical device innovations with first proof of concept, and it will be professionally run by an experienced VC firm.

Stiftung Charité’s medium-term goal is to develop a comprehensive medical innovation system in Berlin.

224


uK (but operating in africa): riders for health

Riders for Health manages and maintains the vehicles used in the delivery of health care and other vital services to rural communities in Africa. A health worker on a motorcycle makes 12-15 times the number of visits as one on foot. It helps millions of people across Africa to have access to basic healthcare. VPF has helped with its organisational development and growth strategy.

uK: Kids company

Kids Company works with children with emotional, behavioural and social difficulties, resulting from significant experiences of trauma and neglect. Many of them are ‘lone children’ living in chronic deprivation, with limited or no support from the adults in their family. Kids Company supports 12,000 children and young people annually through a range of services, based on therapeutic principles. VPF has provided introductions to political lobbying expertise, helping Kids Company to secure a recent £12m grant from the UK Government and is providing ongoing regular strategic and organisation management advice to the senior staff.

uK (but operating in the developing world - in africa, asia, and latin america): Basic needs

Basic Needs rehabilitates those facing mental health challenges in developing countries through a community-based model for mental health and development. Basic Needs is the only organisation attempting to address this problem. The World Health Organisation (WHO) has recently adopted its model. VPF has provided a strategic sounding board, has been instrumental in the development of a Basic Needs franchising strategy and has provided important introductions to contacts in the pharmaceutical industry and the Government healthcare industry.

uK: training for life

Training for Life runs successful programmes to bring the long-term unemployed back to work through entrepreneurial initiatives. It has helped 9,000 long-term unemployed back into full-time education or employment. It identifies deprived communities where it can help regeneration by creating enterprising learning communities. VPF has worked with it on strategy and mentoring at different levels of the organisation. It has also provided an innovative £50,000 convertible loan instrument to help to fund the working capital requirements of its expansion.

225

Voxtra Foundation

international Development Enterprises, india (iDEi)

The challenge

India, with 1.13 billion inhabitants, has about 830 million people living on less than $2 per day and 270 million on less than $1 per day (at PPP, according to the World Bank). Despite the high growth of the Indian economy, little is changing for the poorest. The majority of India’s poor are smallholder farmers. Their productivity is low as they cannot afford appropriate inputs such as irrigation, fertilizer and seeds.

The organisation

IDEI is a social enterprise committed to providing long term solutions to poverty, hunger & malnutrition. Since its inception in 1991, IDEI has developed a highly effective approach to empowering poor farmers to break out of the cycle of poverty. Farmers that make a small investment in IDEI’s low-cost micro-irrigation technologies can harvest three crops per year, instead of just one rain-fed crop during the monsoon. The extra income they earn can be used for other farming inputs that increase productivity even more, investments in livestock, children’s education and healthcare. IDEI’s technologies are manufactured and distributed by commercial players, while IDEI takes care of product development, quality control and marketing.

www.ide-india.org

The program that Voxtra supports

Voxtra supports IDEI with $2 million over six years to develop a supply chain for low-cost treadle pumps and conduct marketing activities to raise awareness in the remote and underdeveloped state of Assam in Northeastern India. The target of the program is to sell 25,000 treadle pumps to smallholder farmers, enabling the farmer families to increase their net annual cash income by $400 on average. In addition, the program stimulates the local economy by leading to increased demand for agricultural inputs and day labor to tread the pumps.

The program commenced in April 2009. By June 2010, more than 2,000 pumps have been sold in Assam (plan: 1,800), benefiting more than 10,000 people. The program has so far been delivered on 75% of the budgeted costs.

Why Voxtra selected this program

y Buying a treadle pump (at a cost of $20-25) and farm inputs (fertilizer etc for $70-75) provides the farmer with a return on investment of more than 300% in the first year

y The socio-economic return on Voxtra’s philanthropic investment is conservatively estimated at 24x the investment (72x when the benefits are valued at PPP)

y The program reaches the poor: Nearly all the buyers of IDEI equipment (97%) farm less than 1.5 acres of land (0.6 hectares) and 34% farm less than 0.75 acres (0.3 hectares). Assam is one of India’s poorest states, with a per capita national product of less than 60% of India’s average.

y IDEI is an excellent organisation with strong management, well-developed systems for financial management and impact monitoring, a pragmatic and delivery-oriented culture and a proven ability to grow the program into new areas. IDEI has received the Skoll Award for Social Entrepreneurship and the Schwab Outstanding Social Entrepreneur Award, and receives support from the Bill & Melinda Gates Foundation.

2010/11

EVPA Directory

Issue 6

PRICE €50

ISBN 0-9553659-8-8

EVPA is a membership association made up of organisations interested in or practising venture philanthropy across Europe. Established in 2004, the association is a unique network of venture philanthropy organisations and others committed to promoting high-engagement philanthropy in Europe. EVPA’s diverse membership includes venture philanthropy funds, grant-making foundations, private equity fi rms and professional service fi rms, philanthropy advisors and business schools. Currently the association has 127 members from 20 countries.

EVPA has two main aims: to support its members in carrying out their venture philanthropy activities, and to promote venture philanthropy throughout Europe. To achieve this mission, EVPA provides a forum within which European based venture philanthropists can network, exchange ideas and debate best practice. EVPA also informs potential donors and others of the role and benefi ts of venture philanthropy and facilitates its development, with the aim of increasing knowledge and acceptance of the benefi ts of venture philanthropy in the charitable sector. The EVPA Knowledge Centre produces research and proff ers collective industry data and curated resources to develop in-depth knowledge of best practices and a vision into the future of social investment.

European Venture Philanthropy Association78 Avenue de la Toison d’Or1060 BrusselsBelgium

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