presentation slides- Rob John, EVPA

11

Today’s AgendaToday’s AgendaAfternoonAfternoon

The UK experienceThe UK experience– Impetus Trust / St Giles Trust case studyImpetus Trust / St Giles Trust case study

Finance beyond grantsFinance beyond grants– Noaber FoundationNoaber Foundation

European expansion – the EVPAEuropean expansion – the EVPA

Wrap up and coffeeWrap up and coffee

22

UK registered Charitable TrustUK registered Charitable Trust www.impetus.org.ukwww.impetus.org.uk Founded by Stephen Dawson and Nat Founded by Stephen Dawson and Nat

Sloane in 2002 as UK’s first ‘general Sloane in 2002 as UK’s first ‘general purpose venture philanthropy fund’purpose venture philanthropy fund’

Stephen form venture capital Stephen form venture capital industryindustry

Personal philanthropic journey Personal philanthropic journey

http://www.impetus.org.uk/

33

Impetus VisionImpetus Vision

A diverse, innovative and effective A diverse, innovative and effective market for investment in social gain, in market for investment in social gain, in which charities and funders work which charities and funders work together to achieve the greatest together to achieve the greatest benefit for societybenefit for society

44

Impetus MissionImpetus Mission

To enable our charities to make a To enable our charities to make a step step changechange to deliver more, maximizing to deliver more, maximizing the social impact of our donors’ money the social impact of our donors’ money and our time.and our time.

55

Achieved by:Achieved by:

Enabling distinctive charities to make a Enabling distinctive charities to make a step change in their performancestep change in their performance

Encouraging donors to give and give Encouraging donors to give and give moremore

Encouraging people to contribute time Encouraging people to contribute time and expertiseand expertise

Combining the best of the business and Combining the best of the business and non profit worlds demonstrating our non profit worlds demonstrating our brand of venture philanthropy is brand of venture philanthropy is successfulsuccessful

66

Impetus income Impetus income (July 03 to June 04)(July 03 to June 04)

Grants from:• Esmee Fairbairn Foundation• The Gatsby Charitable Foundation• City Parochial Foundation• Bridge House Trust

Total = €870,000

Grants for core costs

Donations fromindividuals

Other income

77

Impetus income Impetus income (July 04 to June 05)(July 04 to June 05)

Grants from:• Esmee Fairbairn Foundation• The Gatsby Charitable Foundation• City Parochial Foundation• Bridge House Trust

Total = €1.35 m

Grants for core costs

Donations from individuals

Pro bono professionalservices

Other income

88

Projected annual Projected annual spendspend 2005/06 €1.4 m2005/06 €1.4 m

Rising toRising to

2009/2010 €2.1 m2009/2010 €2.1 m

99

Impetus structure

Board of trusteesChair: Stephen DawsonVice-chair: Nat Sloane

Chief ExecutiveJudith Brodie

Executive (charities, operations,

marketing, HR, IT)Judith Brodie

Volunteer executive(charities, finance,

donor relations)Stephen Dawson

(3 days/wk)

Volunteer executive(charities, associates)

Nat Sloane(2 days/wk)

Office managerChristine Clark

(4 days/wk)

Venture philanthropyManager (charities)Amelia Sussman

(starts 5/9/05, 4 days/wk))

AssociatesDonorsPortfolio

Organisations

StructureStructure

10

An integrated investment

package

The Impetus approach to venture philanthropy

Systematic analysis of capacity weaknesses, for example:• income generation, senior management, systems

…to support charities through a step change to sustainability (and Impetus exit)

Long term investment requires long term funding – three to five year commitment

Ongoing performance monitoring and support

Business planning Monthly meetings:

challenge and support Sounding board for chief

executive

1111

Hands-on supportHands-on support

Associates:Associates: 20, seconded from the private/other sectors20, seconded from the private/other sectors

consultants, BBC, venture capital, small businesses, consultants, BBC, venture capital, small businesses, KPMGKPMG

VolunteersVolunteers Pro bono arrangementsPro bono arrangements

Impetus:Impetus: Recruitment and induction of associatesRecruitment and induction of associates Quality assurance of their workQuality assurance of their work Project leadership and managementProject leadership and management Some hands-on supportSome hands-on support

1212

Charity selection criteriaCharity selection criteria

CharitiesCharities that make a demonstrable, significant and sustainable difference that make a demonstrable, significant and sustainable difference

to the lives of a substantial number of disadvantaged people to the lives of a substantial number of disadvantaged people at a critical stage in their strategic development - at a critical stage in their strategic development -

wanting to make a step change wanting to make a step change whose leadership keenly wants and needs the distinctive whose leadership keenly wants and needs the distinctive

investment package that we offerinvestment package that we offer with more than £250k (€350,000) and less than £10 million (€14 with more than £250k (€350,000) and less than £10 million (€14

million) charitable income per annummillion) charitable income per annum that have operated, and produced audited accounts for at least that have operated, and produced audited accounts for at least

three yearsthree years With HQ and a significant portion of management in England and With HQ and a significant portion of management in England and

WalesWales

NOT animals, culture, heritage, research, advocacyNOT animals, culture, heritage, research, advocacy

1313

Investment processInvestment process

Screening

Review application letter/other info.

Meet CE/Chair/others

Visit the charity

AssessmentDue diligence/business

plan review

Proposal to IIC

Decision

Aiming for 12 charities by

mid 2007

Impetus Investment Committee (IIC) decides whether to approve charity to be an

Impetus investment

Impetus Investment Committee (IIC) considers whether to

approve proceeding to Assessment stage

Investment:Written agreement

McKinsey Capacity

Framework

1414

Due diligenceDue diligence

An in depth investigation of the charity to assess whether Impetus will make an investment. Due diligence covers:

Organisational and legal detailsOrganisational and legal details Financial detailsFinancial details Income Income Management and peopleManagement and people Service delivery and operationsService delivery and operations Sector and competition analysisSector and competition analysis Future plansFuture plans Impetus relationshipImpetus relationship

Partnerships with strategy consultants Partnerships with strategy consultants OC&COC&C and and RSM RSM Robson RhodesRobson Rhodes to deliver sector and competition analysis to deliver sector and competition analysis

1515

Current portfolioCurrent portfolio

NameName DateDate InvestmeInvestmentnt

IncomIncome e

Step changeStep change

Speaking Up (disability)

Sep 04

£400K (£90K surplus share)

£840K Growth, especially earned income

St Giles (homelessness)

Dec 04

£330K (share in property sale)

£1800K Focus on prisoners and ex offenders

Eating Disorders Association (eda)

Dec 04


£620K Transform impact

Leap Confronting Conflict

May 05


£700K Make impact on national scale

200+ enquiries plus 200+ applications,

four investments with commitments of £1.3m

£1 = €1.4

1616

Step change: Step change: to triple in size and quadruple earned income to triple in size and quadruple earned income to reduce grant dependencyto reduce grant dependency

The needThe need: 210,000 people with severe learning difficulties in : 210,000 people with severe learning difficulties in England; 90-95% of people with severe learning difficulties England; 90-95% of people with severe learning difficulties unemployed; 60% live with their parents through adult life unemployed; 60% live with their parents through adult life

USPUSP: people with learning difficulties deliver consultancy : people with learning difficulties deliver consultancy servicesservices

Effect on livesEffect on lives: independence, jobs, role models: independence, jobs, role models Impetus capacity building: Impetus capacity building: branding, business branding, business

development, financial systemsdevelopment, financial systems Lives touched - current (plan):Lives touched - current (plan): 800 (2000) disabled people 800 (2000) disabled people

took part in projects; 340 (1100) received 1:1 advocacy took part in projects; 340 (1100) received 1:1 advocacy support; 11 (30)gained an academic qualification and 13 support; 11 (30)gained an academic qualification and 13 (40)gained a paid job through the projects(40)gained a paid job through the projects

1717

Step change: Step change: to transform impact and increase numbers of to transform impact and increase numbers of people served, especially young peoplepeople served, especially young people

The need:The need: 1.1m sufferers in the UK; highest death rate among 1.1m sufferers in the UK; highest death rate among mental illnesses, 20% of those seriously affected diemental illnesses, 20% of those seriously affected die

USP:USP: the only substantial charity in a sector that is poorly the only substantial charity in a sector that is poorly understood and servedunderstood and served

Effect on lives:Effect on lives: save lives, reduce side effects, prevention save lives, reduce side effects, prevention Impetus capacity building: Impetus capacity building: new chair, rebranding, financial new chair, rebranding, financial

systemssystems Lives touched – current (plan):Lives touched – current (plan): 16,000 (32,000) helpline calls; 16,000 (32,000) helpline calls;

7,500 (15,000) helped through self help groups; 40,000 7,500 (15,000) helped through self help groups; 40,000 (100,000) unique website users; 100 (1000) text messages(100,000) unique website users; 100 (1000) text messages

1818

Step change: Step change: to make an impact on a national scaleto make an impact on a national scale The need:The need: in London schools alone, 78,000 children in London schools alone, 78,000 children

feeling threatened by gangs, bullied, experience of feeling threatened by gangs, bullied, experience of racism - high exclusion and truancy ratesracism - high exclusion and truancy rates

USP:USP: UK leader in conflict resolution & mediation for UK leader in conflict resolution & mediation for young peopleyoung people

Effect on lives:Effect on lives: reduced levels of violence, greater self reduced levels of violence, greater self - confidence, better exam results and job prospects- confidence, better exam results and job prospects

Impetus capacity building: Impetus capacity building: change management, change management, business planning, marketingbusiness planning, marketing

Lives touched – current (plan):Lives touched – current (plan): 2,000 (5,000) young 2,000 (5,000) young people directly and 6,000 (20,000 -25,000) indirectlypeople directly and 6,000 (20,000 -25,000) indirectly

1919

Step change: Step change: to move away from a broad range of to move away from a broad range of homelessness services and focus on prisoners and ex homelessness services and focus on prisoners and ex offendersoffenders

The need:The need: 78,000 prisoners, 120,000 annual releases; 30% 78,000 prisoners, 120,000 annual releases; 30% homeless when entering prison; 30% more lose their homes homeless when entering prison; 30% more lose their homes while in prison; contributes to re-offending ratewhile in prison; contributes to re-offending rate

USP:USP: prisoners obtain NVQ to deliver housing and other prisoners obtain NVQ to deliver housing and other advice to fellow prisonersadvice to fellow prisoners

Effect on lives:Effect on lives: reduce re-offending, create jobs, find / keep reduce re-offending, create jobs, find / keep homeshomes

Impetus capacity building: Impetus capacity building: business planning, branding, business planning, branding, management developmentmanagement development

Lives touched - current (plan):Lives touched - current (plan): 2,000 (10,000) prisoners 2,000 (10,000) prisoners given advice; 25 (120) peer advisers in prisons; 70 (500) given advice; 25 (120) peer advisers in prisons; 70 (500) people housed; 100 (700) tenancies saved people housed; 100 (700) tenancies saved

2020

Impetus value addedImpetus value added

Finding the right charities: Finding the right charities: 220 applications and five 220 applications and five investments (more in the pipeline)investments (more in the pipeline)

Substantial free resourcesSubstantial free resources: SD/ NS equals one full- : SD/ NS equals one full- time senior exec plus over 800 hours from 20 volunteer time senior exec plus over 800 hours from 20 volunteer associates to date; OC&C £75K value per projectassociates to date; OC&C £75K value per project

Leverage from coinvestors and other fundersLeverage from coinvestors and other funders: made : made much more productive by Impetus added value; Impetus much more productive by Impetus added value; Impetus infrastructure largely funded by grantmaking trustsinfrastructure largely funded by grantmaking trusts

Hands on supportHands on support: through monthly meetings and : through monthly meetings and mentoringmentoring

2121

Independent evaluation confirms Independent evaluation confirms Impetus added value, quality and Impetus added value, quality and innovative approachinnovative approach

““I am not aware of any other donor organisation in the UK that takes such a I am not aware of any other donor organisation in the UK that takes such a hands on approachhands on approach to its work with charities.” (interviewee) to its work with charities.” (interviewee)

80% of respondents felt that the 80% of respondents felt that the application processapplication process had been of benefit had been of benefit to their organisation. This is a remarkable achievement, given the fact that to their organisation. This is a remarkable achievement, given the fact that less than 10% of all applicants had been invested in. less than 10% of all applicants had been invested in.

The The associatesassociates impressed the charities not simply because of their skills impressed the charities not simply because of their skills and knowledge, but also because they are willing to and knowledge, but also because they are willing to “do things”“do things” not just not just offer advice. offer advice.

The calibre of business support offered is extremely high, as is the nature The calibre of business support offered is extremely high, as is the nature and extent of the vetting process. It is clear that an and extent of the vetting process. It is clear that an investor’s money is investor’s money is safesafe with Impetus and a charity embarking on a relationship with Impetus with Impetus and a charity embarking on a relationship with Impetus has a great deal to gain.has a great deal to gain.

Impetus has the potential to not only lead the sector but deliverreal and valuable change within it

Social Solutions Limited conducted an independent review of Impetus. The following are extracts from their report (July 2005):

2222

Impetus Trust Impetus Trust – venture philanthropy in action– venture philanthropy in action

A step change for charities to help A step change for charities to help many more disadvantaged people many more disadvantaged people more effectivelymore effectively

A bridge between the business and A bridge between the business and voluntary sectorsvoluntary sectors

The biggest impact with donors’ moneyThe biggest impact with donors’ money

2323

Daniel Currie

Chief Executive

24

and Impetus

A case study in venture philanthropy

Daniel CurrieChief Executive of St Giles Trust

25

The case study

• Setting the scene - about St Giles

• First contact – a transforming experience

• Working with Impetus – highs and lows

• Lessons learned

26

St Giles in Europe

Transnational groupsHIDAK – BlueCARAVEL - Yellow

St Giles Overall funding

27

St Giles - History

• 1962 – soup kitchen• 1994 – first prison

service starts• 1995 – new building• 2001 – modern

homeless services• 2002 first peer advice

work programme

28

Beginnings with Impetus

• Everyone’s first time (almost)

• Approach May 03 – Approval Dec 04

• St Giles motivations, money, and a vague sense of unease

29

Due diligence

• 101 items of information

• Personal relationships

• Competitor analysis: 200 London homeless agencies

• Internal analysis

-

100,000

200,000

300,000

400,000

500,000

600,000

2001

2002

2003

2004

30

Difficult decision• 1 day presenting findings• 2 preferred options:

Homeless SE London or Offending SE England

• 45 minutes and six key people to chose• At stake – the future, with a lot of money

backing one option

31

The new St Giles

• Offender focus• Strategy and financial

projections• My commitment to the

Impetus board• Completed due

diligence & approved December 04

• Service changes

32

New hopes

• Not so much about the money

• Build some capacity ahead of growth

• Be more professional

• Develop new contacts

• Think on a bigger scale – even national

33

The money

• £335,000/€492,435 over 3¼ years • Annual expenditure £2.5m/€3.7m• Potential payback (circa £70,000/€110,000)• 04/05: £35,000 grant - £190,000 surplus

0

500000

1000000

1500000

2000000

2500000

3000000

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

34

Capacity Building

• Strategic advice

• Personnel – restructuring, competencies, personal development plans (5/10)

• Brand consultancy – research, planning, design (5/10)

• Strategy mapping and monitoring (9/10)

35

DRAFT Sogei Strategy MapPrevent offending by creating positive opportunities for disadvantaged peoplePrevent offending by creating positive opportunities for disadvantaged people

Build admin, ICT, and finance

infrastructure to support strategy

Build admin, ICT, and finance

infrastructure to support strategy

Evaluate our services externally & learn from the

results

Evaluate our services externally & learn from the

results

Create ambassadors: from clients, partners &

funders

Create ambassadors: from clients, partners &

funders

Achieve real change: access to

homes, jobs, family support

Achieve real change: access to

homes, jobs, family support

Grow: cover London & SE England – double in

size by 08

Grow: cover London & SE England – double in

size by 08

Keep service costs down to

stay competitive

Keep service costs down to

stay competitive

Commissioners to fund essential

services, charities to fund innovation

Commissioners to fund essential

services, charities to fund innovation

Meet the needs of commissions and

partners – as well as clients

Meet the needs of commissions and

partners – as well as clients

Make clients part of the solution

- not just the problem

Make clients part of the solution

- not just the problem

Focus on real change for clients:

keep finding & doing what works

Focus on real change for clients:

keep finding & doing what works

Motivate staff with personal develop-

ment & involvement in strategy

Motivate staff with personal develop-

ment & involvement in strategy

Achieve a surplus each year to fund investment

Achieve a surplus each year to fund investment

St Giles Trust

36

Traffic light monitoring

1 Deliver significant change for clients RED 2 Wider application of both community & prison based services GREEN 3 Impress clients and funders and make them ambassadors GREEN 4 Control unit costs AMBER 5 25% turnover growth GREEN 6 4% surplus GREEN 7 Ongoing services to be at least 85% purchased AMBER 8 …joined up services RED 9 …empowering services RED 10 Adapt & spread, opportunistic innovation GREEN 11 Create & maintain excellent partner and funder relationships GREEN 12 Grow our own managers… GREEN 13 …and staff GREEN 14 Develop systems infrastructure for personnel… RED 15 …finance RED 16 …information AMBER 17 …communication RED 18 Evaluation of services AMBER 19 Motivated staff help to drive strategy RED

37

2006

• Partnership work• Publicity• Premises• Staff communication • Board development• Evaluation

38

Making it work- lessons learned

• Push back if it doesn’t work

• Associates most effective on core activity (ours and theirs)

• Value of hard questions vs hard cash

• An evolving relationship is critical

39

Different approaches

Grantmakers

• Power/info struggle• Pre-agreed change• Sporadic relationship• Low investment• Pure gift/grant• A transaction

Impetus

• Power/info sharing• Ongoing change• Ongoing relationship• High investment• Return expected• A marriage

4040






4141

Funding beyond grantsFunding beyond grants

Most philanthropic funding is grant Most philanthropic funding is grant basedbased

Some charities are able to accept Some charities are able to accept loans or underwritingloans or underwriting

Social enterprises or socially Social enterprises or socially orientated businesses can accept orientated businesses can accept equity or equity like fundingequity or equity like funding

What role for venture What role for venture philanthropy?philanthropy?

4242

EntrepreneursEntrepreneurs

EntrepreneurshipEntrepreneurship : : venture capitalventure capital new new businesses, wealth & employmentbusinesses, wealth & employment

Social entrepreneurship : venture Social entrepreneurship : venture philanthropyphilanthropy social capital & public benefit social capital & public benefit

4343

High social return High financial return

No Trading Revenue

Potentially sustainable

- 75%+ trading revenue

Profitable - Surplus

not distributed

Trading Revenue

And Grants

Breakeven - All

Revenue from

Trading

Profit distributing -

socially driven

Profit Maximizing

Charities Revenue Generating Social EnterprisesSocially Driven

Business

Traditional business

Nonprofits are evolving:Nonprofits are evolving:- and so are their funding needs- and so are their funding needs

Blended

After Bridges Ventures

44

venture philanthropy 4m

Futurebuilders (public services £125m)

Grants(100%)

Mapping the specialist funders suggests a gap remains

Foundations, Government

No Trading Revenue

Potentially

sustainable - 75%+ trading revenue

Profitable - Surplus

not distributed

Trading Revenue

And Grants

Breakeven - All Revenue from Trading

Profit distributing -

socially driven

Profit Maximizing

Patient Capital(50%)

High default risk

Low default risk

Loans(1-10%)

CDFIs and Banks (Triodos 50m, Charity Bank 10m)

Equity and equity/like

capital (10-20%)

Foursome (40m)CDVC Funds

Adventure Capital (community £2.7m)

Venturesome (2m)

Regional funds*

•Regional funds invest up to 250K and Objective 1 and 2 funds target areas of social deprivation•Source: adapted from McKinsey report for Unltd from Bridges Ventures 2005

Objective 1 and 2 funds*

London Rebuilding Society (0.5m)LIF (6m)

Gap for equity-like capital

4545

Emerging loan or equity Emerging loan or equity based fundersbased funders

Venturesome (UK)Venturesome (UK)– £5 million loan fund£5 million loan fund

Adventure Capital Fund (UK)Adventure Capital Fund (UK)– £10 million for community social enterprises£10 million for community social enterprises

Futurebuilders Fund (England & Wales)Futurebuilders Fund (England & Wales)– £125 million for service delivery nonprofits£125 million for service delivery nonprofits

Media Development Load Fund (Emerging Media Development Load Fund (Emerging democracies) democracies) www.mdlf.orgwww.mdlf.org– $39 million (1996-2004); launching press freedom $39 million (1996-2004); launching press freedom

investment notesinvestment notes

http://www.mdlf.org/

46

thethe

challengechallenge

ofof

innovativeinnovativenoabershipnoabership

social social venturingventuring

throughthrough

47

BackgroundBackground

ReturnsReturns

Social Social Venturing Venturing ExamplesExamples

AgendaAgenda

48


ReturnsReturns


AgendaAgenda

49

Noaber Noaber FoundationFoundation

founded in founded in 20002000

donations donations andand investmentsinvestments

inspired by inspired by innovation, innovation,

tradition and tradition and entrepre-entrepre-neurshipneurship

lean and lean and mean mean

organisationorganisation

clear set of clear set of criteria and criteria and policypolicy

50

CriteriaCriteria

entrepreneurial entrepreneurial orientationorientation

responsive for responsive for responsibilityresponsibility

cooperative cooperative and and

participativeparticipative

leveraging and leveraging and enablingenabling

innovation innovation drivendriven

embedded in embedded in christian christian

backgroundbackground

51

knowledgeknowledge experienceexperience

business business modelsmodels

technologytechnology

peoplepeople meansmeans

new new solutionssolutions

new new connectionsconnections

Innovative Innovative NoabershipNoabership

new new knowledgeknowledge

new new experiencesexperiences

52

GlobalGlobal

53

DomainsDomains

technologytechnology health health & & carecare

education education culture culture & &

communitycommunity

54


ReturnsReturns


AgendaAgenda

55

For Benefit

For Philantropy

For stabilityFor stability

ROI’sROI’s

For Profit

BlendedBlended Return on Return on InvestmentsInvestments

SocialSocial Return on Return on DonationsDonations

FinacialFinacial Return on Return on InvestmentsInvestments

56


ReturnsReturns


AgendaAgenda

57

titletitle


Look and TakeLook and Take

Locotender BVLocotender BV

Mentally and learning disabled children can Mentally and learning disabled children can learn how to read if they are taught by using learn how to read if they are taught by using pictograms; they should have the opportunity to pictograms; they should have the opportunity to be as much as independent from a teacherbe as much as independent from a teacher

Investment in a business in which a publisher, a Investment in a business in which a publisher, a multi-media company and a consulting firm multi-media company and a consulting firm cooperate in order to develop a multi-media cooperate in order to develop a multi-media tool for teaching basic reading skillstool for teaching basic reading skills


objectiveobjective

• product developed product developed • sales startedsales started• +150 teachers trained+150 teachers trained• new markets explored new markets explored

resultsresults

58

titletitle


Noabership in the Middle East RegionNoabership in the Middle East Region

Software HorizonsSoftware Horizons

Professionals in conflicting regions could be Professionals in conflicting regions could be challenged to collaborate on projects of mutrual challenged to collaborate on projects of mutrual interest. The development of software can be interest. The development of software can be used as a ‘vehicle’ for change.used as a ‘vehicle’ for change.

Enhance peace process by stimulating Enhance peace process by stimulating cooperationcooperation


objectiveobjective

• business (ongoing process)business (ongoing process)• mutual understanding and respectmutual understanding and respect• basis for stability basis for stability

resultsresults

59

titletitle


Ageing – Health – Care - ICTAgeing – Health – Care - ICT

VitaValleyVitaValley

Accellerate innovation in health care through Accellerate innovation in health care through the use of information technologythe use of information technology


objectiveobjective

resultsresults

We face challenges to keep health care We face challenges to keep health care affordable and accessible. Population is ageing affordable and accessible. Population is ageing and the demand for care is growing, while the and the demand for care is growing, while the number of people to provide this care number of people to provide this care decreases.decreases.

•............ ............

60

VitaValley IncubatorVitaValley Projects

VitaValley NetworkVitaValley Plaza

• Meetings• Entrance

VitaValley Face• Lobby-activities

VitaValley Campus

VitaValley Knowledge Center• Conferences-Seminars• Training• Knowledge Web

VitaValley Proof• Expositions• Showcases• Quality-checks• Certification

VitaValley WorkingSpace• Office facilities

VitaValley Living Labs• Showcase

VitaValley Congress• Conference facilities

VitaValley Speakers• Experts

VitaValley Fund• Investments

VitaValley Coach• Support

VitaValley Consult• Advice• Projectsupport• Projectmanagement

• GDMS• Tele-Care• Digi-District• •

VitaValley OfficeRoles• Governance• Management

Tasks• Direction • Management• Coordination

Focus• Concept-development• Governance-model• Businessmodel/-case

VitaValley: accellerate innovation in health and care through use of ICT

1/

Prevention

2/

Early diagnosis

3/

Independency

4/

Distance Care

5/

Use and usability

6/

Growth of capacity

7/

Chains of care

VitaValley Connex• Netherlands-Europe-Israel-USA

VitaValley Grants• Subsidies

HEALTH AGING

CARE TECHNOLOGY

September 30September 30

61

thethe

challengechallenge

ofof

innovativeinnovativenoabershipnoabership

social social venturingventuring

throughthrough

62

P.M. (Pieter) Oostlander RAP.M. (Pieter) Oostlander RA Director Director

Noaber Foundation Noaber Foundation Dorpsstraat 14 Dorpsstraat 14 6741 AK Lunteren 6741 AK Lunteren The Netherlands The Netherlands +31 (0)318 59 64 00 +31 (0)318 59 64 00 [email protected] [email protected]

6363






64

2005

65

EVPA Origins Founders from the European Private

Equity Community Doug Miller, Stephen Dawson, Luciano

Balbo, Michiel de Haan and Serge Raicher Strong Links with EVCA Member of EFC and its Social Investment

Group Sponsored by 3i, Barclays Capital and

KPMG Full Membership

Practicing venture philanthropy funds Associate Membership

Organisations or individuals interested in venture philanthropy

66

EVPA definition of venture philanthropy Venture philanthropy is a field of philanthropic activity where private

equity / venture capital models are applied in the non-profit and charitable sectors. There are many different forms of venture philanthropy but the EVPA believes it can be characterised as:

The active partnership, or engagement, of donors, volunteers and/or experts with charities to achieve agreed outcomes such as organisational effectiveness, capacity building or other important change;

The use of a variety of financing techniques in addition to grants, such as multi-year financing, loans or other financial instruments most appropriate for a charity's needs;

The capability to provide skills and/or hands-on resources with the objective of adding value to the development of a charity;

The desire to enable donors to maximise the social return on their investment whether that be as a financial donor or as a volunteer of time and expertise

67

EVPA Vision A diverse market place for funding

nonprofit organisations, at all stages of their development, which is responsive to their needs

A role for venture philanthropy which complements and strengthens traditional forms of funding

A Europe-wide organisation that makes an impact

68

EVPA Mission

Supporting our membership in their venture philanthropic activities

Promoting the expansion of venture philanthropy

69

Foundations

Public Funding

Connecting ~ Engaging ~ Impacting

E V P AE V P ABusiness Entrepreneurs

Private Equity Community

Social Entrepreneur Investors

Charities/Social

Enterprises

Venture Philanthropy

70

EVPA At a Glance

The EVPA was formed in 2004 by professionals from the European Private Equity Industry, and is registered as a charity in the UK

It is sponsored financially by 3i, Barclays Capital and KPMG, endorsed by EVCA and has a formal relationship with the European Foundation Centre in Brussels

EVPA held its first European meeting in Amsterdam in December 2004 and registered its first members in February 2005

EVPA’s first Country Meeting was held in Munich in May 2005 and an Italy meeting is planned for the autumn

1st Annual European Conference held in June 2005, London, hosted by JPMorgan Private Bank

During 2005 EVPA carried out a research project which mapped venture philanthropy activity in Europe and suggested barriers and drivers for its expansion

EVPA is launching 3 working groups in 2005 to explore in depth issues critical to venture philanthropy and share good practice

‘Non-financial services’ – how venture philanthropy adds value beyond finance ‘Performance Measurement and Impact Assessment’ – developing a directory of

tools that measure performance and social impact ‘Finance’ – raising funds for venture philanthropy and how to use them

effectively

71

EVPA Members, September 2005

Full Members Impetus Trust (UK) Bonventure (Germany) Demeter Foundation

(France) PhiTrust (France) Fondazione Oltre (Italy) Venturesome (UK) One Foundation (Ireland) The Sutton Trust (UK) NESsT (Hungary)

Associate Members King Baudouin Foundation (Belgium) Van Leer Group Foundation (Netherlands) Esmee Fairbairn Foundation (UK) The Rayne Foundation (UK)

Skoll Centre, Said Business School, University of Oxford (UK)

Ashoka (European) UnLtd Ventures (UK)

John Pepin & Associates Scholten Frannssen (Netherlands) Corporate Connect (Netherlands) Factary (Spain & UK)

New Philanthropy Capital (UK) PilotLight (UK)

Coller Capital (UK) Natexis Private Equity (France)

Honorary Members European Foundation Centre European Venture Capital

Association David Carrington

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current

interest

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Benefits of membership

Networking: conferences and seminars. A unique pan-European peer group of venture philanthropists and others involved in social investment

Working Groups: in depth study of critical issues, underpinned by our own research projects

Professional Development: Training seminars for VP staff and trustees planned for 2006

Strategic Partnerships: engaging professional service firms with our members and their portfolio organisations

Download a membership form at www.evpa.eu.com

United Kingdom Registered Charity No. 1105785United Kingdom Registered Charity No. 1105785

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Thanks for participating

Have a safe journey home!

Documents

presentation slides- Rob John, EVPA