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National Council for Voluntary Organisations
Sustainable Funding Project
PM 4
Impact investment for ambitious
charities
Chair: Julie Ward, Sustainable Funding Officer, NCVO
National Council for Voluntary Organisations
Sustainable Funding Project
Julia Grant
Portfolio Director, Impetus Trust
www.impetus.org.uk
Presentation to:
Julia Grant, Portfolio Director, Impetus Trust
Nov 2012
National Council of Voluntary Organisations
www.impetus.org.uk 4
www.impetus.org.uk
www.impetus.org.uk
www.impetus.org.uk 7
Our operating strategy
Scale Up:
* Increase significantly the number of people impacted
* Replicate the service delivery model through expansion, merger, franchise, etc.
* Build organisational capacity to ensure this expansion is sustainable
Speak Up:
* Influence public opinion/ policy to create greater “share of voice”
* Disseminate best practice
Link Up:
* Extend the reach of the organisation beyond itself through strategic partnerships
7
We want to achieve more
than the sum of the parts:
Greater level of expertise
with potential to influence
these sectors by being
strategically positioned
(ie, combination of direct
charity investment,
knowledge dissemination
and influence/thought
leadership) – will
significantly increase the
“multiplier effect” that we
have
Laying the groundwork for systemic change in the two thematic areas – to be credible and impactful we need to add
influencing (link up) and advocacy (speak up) capacities to our “scale up” ability.
www.impetus.org.uk 8
Our portfolio of innovative charities:
An independent
evaluation by Bain
& Company
reported that 94%
of Impetus portfolio
charity respondents
said that they could
not have achieved
the same degree of
change without
Impetus.
www.impetus.org.uk 9
How we invest: our process
Select portfolio
charities
Manage
investment Manage exit
Formalise
investment
• Engaged relationship
with Investment
Executive
• Pro bono projects
• Progress monitored
against milestones
• “Alumnus” relationship
• Agree milestones and
pro bono projects
• Identify and vet
• Due diligence
• Investment committee
approval
www.impetus.org.uk 10
Investment scale-up phase
• Business model / strategic review
• Financial modelling
• Business planning
• Board assessment
• Organisational capacity
• Performance management
• Systems and reporting
• Monitoring and evaluation
• Coaching/mentoring SMT
• Business development/fundraising
Pro bono project areas
Investment planning phase
General support
• IT/HR/operations/legal support
• Marketing strategy and PR
Due diligence
• Market and competitive position analysis
• Financial/legal review
Screening
• Research potential areas of interest
• Input into Impetus review of new charities
www.impetus.org.uk 11
Impetus pro bono corporate partners
• Bain & Company
• Barclays Capital
• BBC
• BearingPoint
• Benjamin Ball Associates
• CVC Capital Partners
• Debevoise & Plimpton
• Deutsche Bank
• Directorbank
• Eden McCallum
• First100
• FTI Consulting
• Goldman Sachs
• ICAEW Corporate Finance Faculty
• ISIS Equity Partners
• J.P. Morgan
• Korn/Ferry Whitehead Mann
• KPMG
• Linklaters
• Macfarlanes
• Merryck & Co
• MphasiS
• OC&C Strategy Consultants
• O’Melveny & Meyers LLP
• PMC Treasury
• Precise Media
• PricewaterhouseCoopers
• Randall's Parliamentary Service
• Silverhawk Partners
• SJ Berwin LLP
• Studio Associato per la Societa Digitale
• The Worshipful Company of IT Consultants
• The Worshipful Company of Management Consultants
• Warburg Pincus
www.impetus.org.uk
Success factors: why other companies and individuals give to Impetus
1. Rigour of charity selection, due diligence and monitoring
2. Long-term impact of active engagement
3. We multiply the value of donations
• Over 2,000 applications, 25 investments
• Know where money is going and what it will do for the charities
• We have monthly monitoring, semi-annual and annual evaluations
• We back a strategic plan, not a project
• We build the capacity of an organisation so it can sustainably scale up
• Impetus charities grow their influence in the sector and in public policy
• For each £1 of funding charities received from Impetus, they get
nearly £4 more in value (money & expertise)
• Donations leveraged by attracting partnership investment, pro
bono expertise and additional funds raised
12
www.impetus.org.uk
Case study: IntoUniversity
0
1000
2000
3000
4000
5000
6000
7000
2007 2008 2009 2010 2011
Axis
Tit
le
People helped
Before Impetus
(2006/07)
Year 4 of a 4-year
investment
(2010/11)
Organisational
focus
Model of long-term
academic and
pastoral support to
young people from
disadvantaged
families
London-based
network of learning
centres offering
long-term academic
and pastoral
support
Strategic challenge Test the model on
6 centres and
develop a
replication plan
Planning the next
phase of growth
Annual income £164k £1.57m
No. of young
people in Focus
programmes
445 6,405
No. of centres 1 7
Management
team/Board
Founder CEO,
minimal
management
capacity, Board
more suited to
start-up phase
Broader leadership,
Board suited to
scale up
What IntoUniversity does:
IntoUniversity inspires and engages young people
from disadvantaged backgrounds to attain either a
university place or another chosen aspiration, by
offering long-term, out-of-school study support.
13
www.impetus.org.uk
Early Years Initiative
The need
14
• The scale
• 500,000 children under 5 in the UK live in severe poverty • There are 120,000 “at risk” families in the UK, facing multiple disadvantages – their
children face a 70% chance of still being classified as “at risk” by age 30
• The problem starts early
• Disadvantaged children are already one year behind their more affluent peers when they start school – this gap only widens as they get older
• Early disadvantage has life-long consequences
• Cognitive development at 22 months correlates strongly to educational attainment at age 27
• Male aggressive behaviour is highly stable as early as age two and is the single best predictor of violence later on
www.impetus.org.uk
Early Years Initiative
Key change levers
• School readiness
Defined as a holistic set of elements capturing a child’s overall development at age five,
including cognitive, emotional and physical dimensions.
=> Evidence that elements are interdependent and need to be considered holistically to
ensure a coherent strategy for systemic change in the child and the surrounding environment
can be developed (C4EO, Grasping the Nettle).
• Children’s life chances
Heavily dependent on quality of parenting and home learning environment; however,
especially for the most disadvantaged children, high quality pre-school experiences can make
a real difference; high quality staff is a key ingredient (The Effective Provision of Pre-School
Education (EPPE) Project: Findings from Pre-school to end of Key Stage1).
15
www.impetus.org.uk
Physical
development
Cognitive
development Emotional,
interpersonal skills • Within the 0-5 age
range, this is mainly
about a child’s
communication skills
• Also includes disposition
to learning (ie, ability to
concentrate)
Includes a child’s
health and safety
School-
readiness
• How a child relates to other
people in its environment -
includes the concept of self-
regulation
• Heavily influenced by
attachment formed
between newborn
and main carer
Early Years Initiative
School-readiness
16
www.impetus.org.uk Impetus Trust © 2011 | Registered Charity 1094681 | ALL RIGHTS RESERVED | Not to be reproduced without permission
www.impetus.org.uk
National Council for Voluntary Organisations
Sustainable Funding Project
Virginia Beardshaw
Chief Executive, I CAN
NCVO Sustainable Funding Conference Wednesday 28th November 2012 Presentation by Virginia Beardshaw Chief Executive, I CAN
I CAN: The Children’s Communication
Charity
No child left out, or left
behind because of a
problem speaking or
understanding
I CAN: The Children’s Communication
Charity
Increasing public awareness
Information and advice to parents and families.
Assessments for children
Two specialist special schools
Programmes, training and interventions giving the workforce
and families skills to help children communicate.
Campaigning
What can go wrong? (speech,
language and communication needs - SLCN)
Expressive
language
delay
Receptive
language
delay
Social interaction
difficulty
Speech
sound
difficulty
Language is key to breaking the
cycle of deprivation
Vocabulary at age 5 is the best predictor of whether children from
deprived backgrounds can ‘buck the trend’ and escape poverty in
later life
Low income children lag behind their high income counterparts at
school entry by 16 months in vocabulary
SLCN most common type of primary need for pupils with SEN
15% of pupils with SLCN get 5 A-C GCSEs compared to 57% of all
young people
The scale of the problem
More than 50% of children in
disadvantaged areas have delayed
speech, language and communication
1 in 10 children has a long term,
persistent difficulty communicating
I CAN’s response: Early Talk 0 -5
Placing communication
at the heart of
Early Years
Resources Accreditation and validation
Training courses
Resources
Early Language Development
Programme
Lead Children’s
Centre
‘Local Hub’
3 x Local Children’s Centres
4 x Local PVI
Settings
2 x SLTs
1 x Heath Visitor
Universal training
provided to (up to 485)
lead practitioners and (up
to 485) training partners
via 35 two-day road-show
training events enabling
local cascade and
establishing (up to) 485
local hubs
Up to 40% of lead
practitioners receive
enhanced level
training enabling
further local cascade
and more advanced
learning
Early Language
Development Toolkits
supplied by consortium
to lead practitioner,
health practitioners and
settings within each
hub in quantities shown
Support and advice
provided through ELDP
Advisory Service and on-
line community network.
Good practice sharing
events organised in year3
I CAN’s Model – Creating Hubs of Early Language
Expertise
Local Cascade Provision of training, resources and support by consortium
Children and Families
Children and Families
Ch
ildren
and
Families C
hild
ren
an
d F
amili
es
KPIs
By March 2013: 970 Lead practitioners and Training Partners will be trained in how to cascade training in early language to other EY, health and family support practitioners
95% lead practitioners reached through regional events report having the knowledge to cascade early language principles to colleagues in early years settings
By December 2013: 75% of sampled lead practitioners report changes to practice in their local hub
By March 2014: 12,028 (+/- 20%) practitioners will be trained by lead practitioners in supporting early language development
85 % practitioners trained report increased awareness and knowledge to support children’s early language, and to identify those with language delay
By March 2014: 96,731 (+/- 20%) parent or family members attend events to learn more about early language development
80% of parent or family members sampled report increased awareness and knowledge in supporting early speech, language and communication
Licensing Programme
We embarked on an aggressive plan to transform our distribution
& product and become profitable/self-sustaining in one year
£1.2m revenue
New fragmented marketplace
DD + new way : Licensing
Build & refresh entire suite of products
Social enterprise – building team/back-office as we go
• £0.6m revenue
• LA customer base
• Direct Delivery (DD) + free cascade
• Saleable product – absent or low value
• Cottage industry
• Identifying effective marketing channels
• Testing assumptions about Licensee performance across product suite
• Testing market assumptions – price etc
• Building systems to support growth - CRM
Previously This Year
Creating a future
platform
The Journey ahead
QA/CPD
CRM
Recruitment
& Training
Contract
Management
Production &
fulfilment
Reporting
& Billing
Shaped for third party delivery
Accreditation products
Wave 2 Booster
Programme
Talk Training
ET,PT, ST
Other
people’s
really
good
stuff
Infrastructure, systems and processes designed and built
Happiness
IMPETUS ‘In Kind’ Support
ELDP Tender Development Accenture £1,440
CognoLink £6,000
Diagnostic KPMG £111,600
Programme Management Support Accenture £15,360
Financial Model for Licensing PA Consulting £14,400
Facilitation of business planning Accenture £1,800
Total £150,600
I CAN
8 Wakley Street
London
EC1V 7QE
: 0845 225 4073/020 7843 2510
www.ican.org.uk
www.talkingpoint.org.uk