This document discusses impact investment for ambitious charities. It provides an overview of Impetus Trust, a nonprofit that provides funding and support to help innovative charities grow. Impetus has a rigorous selection process and provides long-term, engaged support through funding, expertise, and partnerships. Case studies show how Impetus funding helped organizations like IntoUniversity significantly scale their impact and operations.
Social Venture Capital - A means to alleviate povertyIan Howard
The document discusses Project Pyramid, an organization that aims to stimulate sustainable development at the base of the pyramid. It outlines Project Pyramid's development philosophy and constraints. It then evaluates alternatives for Project Pyramid, including consulting services, microcredit, and social venture capital. The preferred alternative involves identifying local businesses for students to collaborate with and provide an initial investment and ongoing support. Implementation plans are proposed for Vanderbilt University and Ghana.
Omidyar Network is an investment firm that employs strategies from both venture capital and philanthropy to maximize social impact. It has committed $500 million total across its investments, touching 644 million lives. The organization focuses on human capital areas like leadership development, governance, and operational excellence to strengthen social enterprises and maximize their positive impact.
Cape Town Activa was established in 2011 based on the model of Barcelona Activa from 1986. It aims to create an environment where entrepreneurs and job seekers can maximize their potential. It provides business skills training, programs, and connects users to a network of support organizations. Cape Town Activa operates physical hubs, an online portal, and engages stakeholders across education, government, and the private sector to develop Cape Town's entrepreneurship ecosystem.
Webinar: The Lending Opportunity of a Generation, March 9, 2016project-equity
This document provides an overview of financing opportunities for converting businesses to worker cooperatives. It includes FAQs for lenders, an explanation of cooperative financial statements that differ from traditional businesses, and five case studies of recent cooperative conversions. The case studies show a range of deals from $100k to $15M in size across various industries, demonstrating the growing potential to finance worker cooperative conversions.
A whitepaper making the case for, and suggesting a model for, the creation of an investment bank focused on the social venture space in Canada. Many of the ideas are applicable outside of Canada as well.
COPIE Action Plan: 7 steps to promote inclusive entrepreneurshipOECD CFE
The 7-step COPIE action plan provides guidance for promoting inclusive entrepreneurship through the next round of European Structural Funds. The steps include: 1) obtaining information on entrepreneurship programs; 2) following an integrated policy approach; 3) ensuring high-quality startup support; 4) integrating different service providers; 5) supporting microcredit; 6) promoting skills development and entrepreneurship education; and 7) raising awareness of inclusive entrepreneurship benefits. The plan recommends collecting feedback, engaging stakeholders, developing quality standards, mapping resources, exploiting microfinance opportunities, investing in teacher training, and disseminating good practices.
The document discusses the goals and plans for developing "The Knowledge Hub", which is a project aimed at facilitating knowledge sharing across local governments in the UK. The key goals are to make it easier for local governments to access experiences from other councils, encourage collaboration and problem solving, and help councils improve performance. The project will involve developing web and social media platforms to better aggregate, filter and share knowledge. It will focus on user-generated content and narratives over static documents. Challenges include incentivizing contribution and ensuring staff have needed training.
Designing policies and programmes for inclusive entrepreneurship by Jonathan ...OECD CFE
Presentation from the capacity building seminar “Financing business start-up by under-represented groups”, 27-29 June 2012, Trento – Italy; organised by the Local Economic and Employment Development (LEED) Programme and its Trento Centre at the OECD in collaboration with the Directorate-General Employment, Social Affairs and Inclusion of the European Commission. See www.trento.oecd.org
Social Venture Capital - A means to alleviate povertyIan Howard
The document discusses Project Pyramid, an organization that aims to stimulate sustainable development at the base of the pyramid. It outlines Project Pyramid's development philosophy and constraints. It then evaluates alternatives for Project Pyramid, including consulting services, microcredit, and social venture capital. The preferred alternative involves identifying local businesses for students to collaborate with and provide an initial investment and ongoing support. Implementation plans are proposed for Vanderbilt University and Ghana.
Omidyar Network is an investment firm that employs strategies from both venture capital and philanthropy to maximize social impact. It has committed $500 million total across its investments, touching 644 million lives. The organization focuses on human capital areas like leadership development, governance, and operational excellence to strengthen social enterprises and maximize their positive impact.
Cape Town Activa was established in 2011 based on the model of Barcelona Activa from 1986. It aims to create an environment where entrepreneurs and job seekers can maximize their potential. It provides business skills training, programs, and connects users to a network of support organizations. Cape Town Activa operates physical hubs, an online portal, and engages stakeholders across education, government, and the private sector to develop Cape Town's entrepreneurship ecosystem.
Webinar: The Lending Opportunity of a Generation, March 9, 2016project-equity
This document provides an overview of financing opportunities for converting businesses to worker cooperatives. It includes FAQs for lenders, an explanation of cooperative financial statements that differ from traditional businesses, and five case studies of recent cooperative conversions. The case studies show a range of deals from $100k to $15M in size across various industries, demonstrating the growing potential to finance worker cooperative conversions.
A whitepaper making the case for, and suggesting a model for, the creation of an investment bank focused on the social venture space in Canada. Many of the ideas are applicable outside of Canada as well.
COPIE Action Plan: 7 steps to promote inclusive entrepreneurshipOECD CFE
The 7-step COPIE action plan provides guidance for promoting inclusive entrepreneurship through the next round of European Structural Funds. The steps include: 1) obtaining information on entrepreneurship programs; 2) following an integrated policy approach; 3) ensuring high-quality startup support; 4) integrating different service providers; 5) supporting microcredit; 6) promoting skills development and entrepreneurship education; and 7) raising awareness of inclusive entrepreneurship benefits. The plan recommends collecting feedback, engaging stakeholders, developing quality standards, mapping resources, exploiting microfinance opportunities, investing in teacher training, and disseminating good practices.
The document discusses the goals and plans for developing "The Knowledge Hub", which is a project aimed at facilitating knowledge sharing across local governments in the UK. The key goals are to make it easier for local governments to access experiences from other councils, encourage collaboration and problem solving, and help councils improve performance. The project will involve developing web and social media platforms to better aggregate, filter and share knowledge. It will focus on user-generated content and narratives over static documents. Challenges include incentivizing contribution and ensuring staff have needed training.
Designing policies and programmes for inclusive entrepreneurship by Jonathan ...OECD CFE
Presentation from the capacity building seminar “Financing business start-up by under-represented groups”, 27-29 June 2012, Trento – Italy; organised by the Local Economic and Employment Development (LEED) Programme and its Trento Centre at the OECD in collaboration with the Directorate-General Employment, Social Affairs and Inclusion of the European Commission. See www.trento.oecd.org
This document discusses measuring the impact and return on investment for corporate social investment programs. It outlines current trends in monitoring and evaluation that focus on outputs and outcomes. The objectives of impact measurement are to demonstrate performance, accountability and program effectiveness to investors and funders. A variety of qualitative and quantitative indicators across different impact dimensions can be used. Impact should be measured over various time periods from short to long-term. Measuring impact allows organizations to improve programs and make more informed funding decisions.
Financing for development - Impact Investmentntorjuela
Impact investing aims to generate both social/environmental impact and financial returns. It includes investments in projects/organizations that provide solutions to challenges in areas like education, health, and renewable energy. Impact is measured using metrics like beneficiaries reached, emissions reductions, and audits. Examples include Emzingo, which supports social enterprises, and Villa Andina, a Peruvian fruit processor that benefits small farmers. While impact investing has potential, measuring impact and scaling projects remain challenges in maximizing development impact.
1. Daiwa Securities has placed impact investment bonds totaling 697.2 billion yen from 2008 to 2013, with 65% of the total allocated to climate change projects.
2. The document provides details of impact investment bonds placed each year, including the name of the issuer, currency, coupon rate, maturity period, and amount placed. The bonds financed various social and environmental issues like vaccines, poverty reduction, education, and climate change.
3. As of 2013, Daiwa Microfinance Fund had lent 55 million USD to 20 microfinance institutions, potentially benefiting 59,032 borrowers and representing 1.8% of the total loan portfolio of those institutions.
This document discusses measuring the impact and return on investment for social development programs in South Africa. It notes that while giving is mandatory and reporting is mandatory in South Africa, determining how to measure impact for beneficiaries and investors is an open question. The document then outlines some of the challenges around impact measurement in Africa, including issues around development aid, skills and capacity building. It introduces the Impact Investment Index, a framework developed over 3 years to measure the impact of over 300 social programs across 15 investment areas and 12 aspects of impact. The framework uses 200 indicators to measure over R1 billion of social investment across community, business and overall impacts. The document then provides examples of case studies applying the Impact Investment Index.
Certification and Agro‐Ecological Practice Use Linkages and Investment ImpactLinda Kleemann
This document discusses a study on the link between organic certification, adoption of agro-ecological practices, and return on investment for smallholder farmers in Ghana. The study finds that (1) organic certification significantly increases the use of agro-ecological practices, and (2) higher intensity of agro-ecological practice use has a positive influence on return on investment, though economic barriers to intensification increase with higher levels of practice use. The conclusion is that certification or involved market linkages could help address the low levels of adoption by supporting farmers and requiring certain agro-ecological practices.
Applying Web 2.0 in Learning & Development: An Integrated Accelerated Learnin...Hora Tjitra
1) The document discusses applying Web 2.0 technologies to accelerate learning and development through different learning channels and approaches. It focuses on social learning, communities of practice, and learner-centered eLearning (eLearning 2.0).
2) An example program is described that developed intercultural competence for young professionals through online collaboration, classroom learning, action learning in multicultural teams, and cultural experiences in China and Germany.
3) The sinau.me platform is introduced as an example of eLearning 2.0 that encourages open, interest-driven, informal learning through sharing and jointly creating open learning materials.
Innovation, Investment, Influence and Impact: design that fosters changeFranco Papeschi
Slides for the talk I gave at Interaction13 - Toronto.
In the past 15 years, while designers were learning how to create products, services and interactions that guarantee a return on investment, the world of businesses was changing. Economic return is not the only measurement now for value-driven businesses, many start-ups, social enterprises, community-based organisations, NGOs and even for corporations. This upcoming economic model is focused on the impact that new products and service have on societies and economies. We, as designers, are not fully ready to plan and assess what impact our work will have on the users and customers we aim to engage. In this session, I'll present an approach that goes beyond user-centred design and activity-centred design: impact-driven design. I will introduce some examples taken from my involvement in the creation of start-ups in different African countries, and I will introduce a series of tools and practices that would help Interaction Designers go beyond their remit of creating useful, usable and engaging experience, and create impactful services.
Leverage Investment to Create Real ImpactHenry Qin
The document discusses impact investing in the US, Hong Kong, and China. It finds that while impact investing is more developed in the US, it is still emerging in Hong Kong and China. It analyzes the impact investing ecosystem and market in the US, provides a case study of an impact investing firm, and interviews the firm's chairman. It then provides recommendations to develop impact investing in Hong Kong and China, including removing regulatory barriers, increasing government program effectiveness, providing private investment incentives, encouraging impact organizations, and standardizing measurements.
Understanding the Impact of Investment Costs on Productivity and ProfitabilitySociety of Cost Management
Understanding the Impact of Investment Costs on Productivity and Profitability
by Douglas T. Hicks CPA
Annual Management Accounting Conference
IMA Metro Detroit & Toledo Chapters
An overview of the latest tools, methodologies, and taxonomies around social impact measurement. Includes standards and tools like IRIS, Pulse, Social E-Valuater, GIIRS, ETO, B Corp, GRI, etc.
The document discusses measuring the impact and return on investment of corporate social investment programs. It explains that there is increasing pressure from foundations, non-profits, and international development organizations to demonstrate impact and return on investment. Various frameworks and models are presented for assessing impact at the community, organizational, employee, and business levels to determine if programs yield a favorable investment. Key considerations in impact measurement like ensuring strategic alignment and avoiding oversimplification are also covered.
1) Fundraising may be poised to take advantage of new technologies and become "smart" by being intelligent, connected, and able to sense, process, report, and take corrective action.
2) To be smart, fundraisers must harness trends like personalized experiences, the blurring of digital and physical worlds, intelligent decision-making, crowdsourcing work, and harnessing large online platforms.
3) Fundraisers have the unique ability to sense global challenges, process information about issues like inequality and poverty, report on problems, and take corrective action by supporting causes that address these issues.
CPOs Leverage Investment for PerformanceBill Kohnen
CPO’s Leverage Organizational Investment to Optimize Performance. Top performing Purchasing organizations carefully time and monitor investments for: people, resources, travel and training to enable better performance now and in the future.
This document proposes reinventing credit cards and banks to track and reward social capital in addition to financial capital. It suggests capturing volunteer hours, donations to charity, and time helping others as "social transactions" on an account. Users could accumulate and borrow social capital in a similar way to saving and spending money. Earned social capital points could then be exchanged for goods, services, skills from others, or donated to causes. This new system aims to encourage more spending and saving while making users feel good about their impact, potentially changing perspectives on money, credit, and the world.
Europe Ventures Forth Corporate VenturingMark Melford
European companies lag behind U.S. corporations in starting new businesses through corporate venturing. While a few large European companies like Siemens and Nokia engage in corporate venturing, it remains largely unexplored in Europe. Corporate venturing has become essential for accessing new technologies, developing new business models, and stimulating demand for core products. However, European barriers like a lack of entrepreneurship and resistance to varied compensation have prevented widespread corporate venturing.
Trade related investment measurements 128922,128923Abhi Kvs
This document discusses Trade Related Investment Measures (TRIMs) negotiated during the Uruguay Round of trade talks. It provides background on TRIMs discussions, challenges during negotiations, examples of TRIMs that restrict market access or impose performance requirements, and the structure and aims of the resulting TRIMs Agreement. The Agreement focuses on prohibiting TRIMs that violate GATT national treatment or quantitative restriction provisions. It required WTO members to eliminate notified TRIMs within transition periods and established a standstill preventing new inconsistent TRIMs.
Presentation about Corporate Social Investment, Community Relations, Investment and Development in South Africa as well as Africa - presented and developed 2011.
- Seed and early stage angel investing can take place through individual angels, angel networks, or angel funds. Angels must be accredited investors under all structures.
- The presentation discusses the structures and typical deal sizes for individual angels, angel groups, and venture capital funds at different stages of company growth. It also provides statistics on angel and VC investments in 2007.
- The Piedmont Angel Network (PAN) operates two funds totaling $10 million that invest in early stage companies in North Carolina, Virginia, and South Carolina. The funds seek minimum 10% returns within 5-7 years through active monitoring of portfolio companies.
The document provides an overview of a briefing on impact investment from Next Generation Consultants. Some key points:
1) The briefing discusses the need for an impact investment index for Africa that takes into account the complexities of development contexts on the continent. Existing global models of impact measurement are not always applicable.
2) The proposed Impact Investment Index aims to create a shared performance measurement system for social investment and community development organizations to improve coordination, reduce costs, and better assess collective impact.
3) Impact assessments should distinguish between measuring performance, outcomes, and long-term impacts. The ultimate goal is to understand the tangible and intangible effects of investments and determine what changes can be attributed to interventions.
Investment In Locally Controlled Forestry: Implementation of the GuideThe Forests Dialogue
Chris Buss' presentation at the Second meeting of the Open-Ended Intergovernmental Ad Hoc Expert Group on Forest Financing (AHEG2) 14-18 January 2013 – Vienna, Austria
This document provides an overview of preliminary research and a proposed market analysis program to enable the launch of a venture accelerator and investment fund focused on poverty alleviation in Sub-Saharan Africa. It summarizes work completed to date, including expert consultations and background research. The vision is for a network of community-based businesses in Africa that are helped by local accelerators to achieve socially beneficial outcomes through commercial success. The proposed program will involve further primary research and planning to inform a subsequent feasibility study for the initiative.
This document discusses measuring the impact and return on investment for corporate social investment programs. It outlines current trends in monitoring and evaluation that focus on outputs and outcomes. The objectives of impact measurement are to demonstrate performance, accountability and program effectiveness to investors and funders. A variety of qualitative and quantitative indicators across different impact dimensions can be used. Impact should be measured over various time periods from short to long-term. Measuring impact allows organizations to improve programs and make more informed funding decisions.
Financing for development - Impact Investmentntorjuela
Impact investing aims to generate both social/environmental impact and financial returns. It includes investments in projects/organizations that provide solutions to challenges in areas like education, health, and renewable energy. Impact is measured using metrics like beneficiaries reached, emissions reductions, and audits. Examples include Emzingo, which supports social enterprises, and Villa Andina, a Peruvian fruit processor that benefits small farmers. While impact investing has potential, measuring impact and scaling projects remain challenges in maximizing development impact.
1. Daiwa Securities has placed impact investment bonds totaling 697.2 billion yen from 2008 to 2013, with 65% of the total allocated to climate change projects.
2. The document provides details of impact investment bonds placed each year, including the name of the issuer, currency, coupon rate, maturity period, and amount placed. The bonds financed various social and environmental issues like vaccines, poverty reduction, education, and climate change.
3. As of 2013, Daiwa Microfinance Fund had lent 55 million USD to 20 microfinance institutions, potentially benefiting 59,032 borrowers and representing 1.8% of the total loan portfolio of those institutions.
This document discusses measuring the impact and return on investment for social development programs in South Africa. It notes that while giving is mandatory and reporting is mandatory in South Africa, determining how to measure impact for beneficiaries and investors is an open question. The document then outlines some of the challenges around impact measurement in Africa, including issues around development aid, skills and capacity building. It introduces the Impact Investment Index, a framework developed over 3 years to measure the impact of over 300 social programs across 15 investment areas and 12 aspects of impact. The framework uses 200 indicators to measure over R1 billion of social investment across community, business and overall impacts. The document then provides examples of case studies applying the Impact Investment Index.
Certification and Agro‐Ecological Practice Use Linkages and Investment ImpactLinda Kleemann
This document discusses a study on the link between organic certification, adoption of agro-ecological practices, and return on investment for smallholder farmers in Ghana. The study finds that (1) organic certification significantly increases the use of agro-ecological practices, and (2) higher intensity of agro-ecological practice use has a positive influence on return on investment, though economic barriers to intensification increase with higher levels of practice use. The conclusion is that certification or involved market linkages could help address the low levels of adoption by supporting farmers and requiring certain agro-ecological practices.
Applying Web 2.0 in Learning & Development: An Integrated Accelerated Learnin...Hora Tjitra
1) The document discusses applying Web 2.0 technologies to accelerate learning and development through different learning channels and approaches. It focuses on social learning, communities of practice, and learner-centered eLearning (eLearning 2.0).
2) An example program is described that developed intercultural competence for young professionals through online collaboration, classroom learning, action learning in multicultural teams, and cultural experiences in China and Germany.
3) The sinau.me platform is introduced as an example of eLearning 2.0 that encourages open, interest-driven, informal learning through sharing and jointly creating open learning materials.
Innovation, Investment, Influence and Impact: design that fosters changeFranco Papeschi
Slides for the talk I gave at Interaction13 - Toronto.
In the past 15 years, while designers were learning how to create products, services and interactions that guarantee a return on investment, the world of businesses was changing. Economic return is not the only measurement now for value-driven businesses, many start-ups, social enterprises, community-based organisations, NGOs and even for corporations. This upcoming economic model is focused on the impact that new products and service have on societies and economies. We, as designers, are not fully ready to plan and assess what impact our work will have on the users and customers we aim to engage. In this session, I'll present an approach that goes beyond user-centred design and activity-centred design: impact-driven design. I will introduce some examples taken from my involvement in the creation of start-ups in different African countries, and I will introduce a series of tools and practices that would help Interaction Designers go beyond their remit of creating useful, usable and engaging experience, and create impactful services.
Leverage Investment to Create Real ImpactHenry Qin
The document discusses impact investing in the US, Hong Kong, and China. It finds that while impact investing is more developed in the US, it is still emerging in Hong Kong and China. It analyzes the impact investing ecosystem and market in the US, provides a case study of an impact investing firm, and interviews the firm's chairman. It then provides recommendations to develop impact investing in Hong Kong and China, including removing regulatory barriers, increasing government program effectiveness, providing private investment incentives, encouraging impact organizations, and standardizing measurements.
Understanding the Impact of Investment Costs on Productivity and ProfitabilitySociety of Cost Management
Understanding the Impact of Investment Costs on Productivity and Profitability
by Douglas T. Hicks CPA
Annual Management Accounting Conference
IMA Metro Detroit & Toledo Chapters
An overview of the latest tools, methodologies, and taxonomies around social impact measurement. Includes standards and tools like IRIS, Pulse, Social E-Valuater, GIIRS, ETO, B Corp, GRI, etc.
The document discusses measuring the impact and return on investment of corporate social investment programs. It explains that there is increasing pressure from foundations, non-profits, and international development organizations to demonstrate impact and return on investment. Various frameworks and models are presented for assessing impact at the community, organizational, employee, and business levels to determine if programs yield a favorable investment. Key considerations in impact measurement like ensuring strategic alignment and avoiding oversimplification are also covered.
1) Fundraising may be poised to take advantage of new technologies and become "smart" by being intelligent, connected, and able to sense, process, report, and take corrective action.
2) To be smart, fundraisers must harness trends like personalized experiences, the blurring of digital and physical worlds, intelligent decision-making, crowdsourcing work, and harnessing large online platforms.
3) Fundraisers have the unique ability to sense global challenges, process information about issues like inequality and poverty, report on problems, and take corrective action by supporting causes that address these issues.
CPOs Leverage Investment for PerformanceBill Kohnen
CPO’s Leverage Organizational Investment to Optimize Performance. Top performing Purchasing organizations carefully time and monitor investments for: people, resources, travel and training to enable better performance now and in the future.
This document proposes reinventing credit cards and banks to track and reward social capital in addition to financial capital. It suggests capturing volunteer hours, donations to charity, and time helping others as "social transactions" on an account. Users could accumulate and borrow social capital in a similar way to saving and spending money. Earned social capital points could then be exchanged for goods, services, skills from others, or donated to causes. This new system aims to encourage more spending and saving while making users feel good about their impact, potentially changing perspectives on money, credit, and the world.
Europe Ventures Forth Corporate VenturingMark Melford
European companies lag behind U.S. corporations in starting new businesses through corporate venturing. While a few large European companies like Siemens and Nokia engage in corporate venturing, it remains largely unexplored in Europe. Corporate venturing has become essential for accessing new technologies, developing new business models, and stimulating demand for core products. However, European barriers like a lack of entrepreneurship and resistance to varied compensation have prevented widespread corporate venturing.
Trade related investment measurements 128922,128923Abhi Kvs
This document discusses Trade Related Investment Measures (TRIMs) negotiated during the Uruguay Round of trade talks. It provides background on TRIMs discussions, challenges during negotiations, examples of TRIMs that restrict market access or impose performance requirements, and the structure and aims of the resulting TRIMs Agreement. The Agreement focuses on prohibiting TRIMs that violate GATT national treatment or quantitative restriction provisions. It required WTO members to eliminate notified TRIMs within transition periods and established a standstill preventing new inconsistent TRIMs.
Presentation about Corporate Social Investment, Community Relations, Investment and Development in South Africa as well as Africa - presented and developed 2011.
- Seed and early stage angel investing can take place through individual angels, angel networks, or angel funds. Angels must be accredited investors under all structures.
- The presentation discusses the structures and typical deal sizes for individual angels, angel groups, and venture capital funds at different stages of company growth. It also provides statistics on angel and VC investments in 2007.
- The Piedmont Angel Network (PAN) operates two funds totaling $10 million that invest in early stage companies in North Carolina, Virginia, and South Carolina. The funds seek minimum 10% returns within 5-7 years through active monitoring of portfolio companies.
The document provides an overview of a briefing on impact investment from Next Generation Consultants. Some key points:
1) The briefing discusses the need for an impact investment index for Africa that takes into account the complexities of development contexts on the continent. Existing global models of impact measurement are not always applicable.
2) The proposed Impact Investment Index aims to create a shared performance measurement system for social investment and community development organizations to improve coordination, reduce costs, and better assess collective impact.
3) Impact assessments should distinguish between measuring performance, outcomes, and long-term impacts. The ultimate goal is to understand the tangible and intangible effects of investments and determine what changes can be attributed to interventions.
Investment In Locally Controlled Forestry: Implementation of the GuideThe Forests Dialogue
Chris Buss' presentation at the Second meeting of the Open-Ended Intergovernmental Ad Hoc Expert Group on Forest Financing (AHEG2) 14-18 January 2013 – Vienna, Austria
This document provides an overview of preliminary research and a proposed market analysis program to enable the launch of a venture accelerator and investment fund focused on poverty alleviation in Sub-Saharan Africa. It summarizes work completed to date, including expert consultations and background research. The vision is for a network of community-based businesses in Africa that are helped by local accelerators to achieve socially beneficial outcomes through commercial success. The proposed program will involve further primary research and planning to inform a subsequent feasibility study for the initiative.
UNFF10 PRESENTATION on Investing in locally controlled forestryThe Forests Dialogue
This presentation was given by TFD Executive Director, Gary Dunning to introduce the topic of Investing in Locally Controlled Forestry (ILCF) at a UNFF Side Event in Turkey in April 2013
This document summarizes presentations from a trustee conference on social investment. It discusses how social investment can provide charities and social enterprises additional funding beyond traditional donations and contracts. Social investment blends a financial return with a social return. Examples are provided of how London Early Years Foundation and Furnistore have successfully utilized social investment to expand their operations and impact. Trustees must consider the risks but social investment was shown to enable growth and greater benefit to communities.
Skills Based Volunteerism as a Corporate Strategy - October 2013 VolunteerMat...VolunteerMatch
Skills-Based Volunteerism (SBV) is becoming a key strategy that companies across the nation are using to deepen their engagement with communities while building the skills and talents of their employees. Join Common Impact and Fidelity Investments to learn how companies create, grow and evaluate skills-based volunteer programs that fit their culture, core business, and community strategies. Common Impact will share the different models companies can use to approach SBV, the barriers they face, and the tools and resources available to help overcome them. Common Impact’s long-time partner, Fidelity Investments, will share how SBV helps the company to achieve its community engagement goals. This webinar will help both companies and individuals unlock the power of strategic cross-sector partnerships and skills-based service in the areas where you live and work.
Danielle Holly
Executive Director, Common Impact
Danielle Holly serves as the Executive Director at Common Impact, an organization building stronger communities by facilitating collaborations between global companies and locally focused nonprofits. She works closely with Common Impact's corporate partners to develop strategic community partnerships, develop employees' talents, and help them to achieve both their business and community impact goals. Danielle is considered one of the leading experts on skills-based volunteerism and has helped numerous corporations and nonprofits navigate the new era in skills-based volunteering.
Laura (Hudson) Hamre
Senior Director, Community Relations, Fidelity Investments
A 7-year veteran of Fidelity Investments, Laura Hudson Hamre serves as Senior Director, Community Relations supporting 11 regions across the United States. Ms. Hamre crafts strategy in support of national community outreach efforts engaging employee volunteers. Her role also includes managing the firm’s relationship with HandsOn Network and overseeing the signature School Transformation Days.
Skills-Based Volunteerism as a Corporate Strategy - October 2013 VolunteerVolunteerMatch
Skills-based volunteerism is a corporate strategy where volunteers use their professional skills to help nonprofits through consulting projects, executive mentoring, or long-term assignments. It benefits companies by developing employee skills, engaging workers, and building community relationships. Volunteers gain experience applying their skills in a new setting. Nonprofits receive high-impact assistance addressing strategic challenges. An effective program aligns with a company's goals, employees' skills, and community needs through tailored projects. Fidelity Investments partners with Common Impact to implement skills-based volunteering, developing talent and investing over $3 million in communities.
How, when and why to secure planned gifts that bring real returns.
Components and relative benefits of bequests in wills, annuities, a variety of trusts, retirement accounts and other planned gifts to nonprofits are described.
Why nonprofit board trustees, senior managers, advancement professionals, every staff member and stakeholders can help stimulate the easiest gifts to make – planned gifts that secure an institution’s future!
Roles of planned giving newsletters, seminars, financial and legal advisors, board trustees and individual visits.
This document discusses various approaches to financing social innovation. It begins by outlining a framework with 5 stages of financing: 1) prompts, 2) proposals, 3) prototypes, 4) sustaining, and 5) scaling. It then examines different types of funding that are appropriate for each stage based on risk and impact. Examples of funding mechanisms discussed include grants, venture philanthropy, impact investing, social impact bonds, and preventative investment at the city level. The document also explores questions around the degree of competition, mobilizing procurement, and examples from the UK like the Peterborough Social Impact Bond and Greater Manchester preventative investment program.
EABIS: The network on business in society issuesEABIS
EABIS is an unique alliance of businesses, business schools and international institutions committed to promoting more sustainable business practice through partnership, learning and research. EABIS’ objective is to be a reference point for organisations seeking access to leading edge thinking and practice in corporate responsiblity, sustainability, and governance.
Web Engagement: From Capability to Cross-Channel ExecutionAlterian
Consumers are grabbing control of online relationships – and they’re not letting go. Consumer empowerment is changing everything about digital marketing. The good news is that social media, personalization, dynamic content delivery, social content management, and a host of other tools and practices are coming together in engagement hubs that give marketers what they need to deliver value in every customer interaction.
Cluster basics: Cluster Development in Practice - Twelve StepsTCI Network
This document outlines 12 steps for cluster development based on Ifor Ffowcs-Williams' experience helping clusters. It begins with convening key stakeholders to analyze the cluster and form a leadership group. They develop a vision of the preferred future. Benchmarking visits and strategic agendas focus on collaboration, skills, and global connections. Facilitators play a central role in building trust and linking clusters over time. The goal is to continually upgrade competitiveness by deepening specializations and connections locally and globally.
CAF Event "The Future of Volunteering" - CAF, Macquarie and CripplegateCAFevents
The document summarizes the Community Resourcing (CoRe) programme, a partnership between Macquarie Group Foundation, Cripplegate Foundation, and CAF to match Macquarie staff volunteers with local charities in Islington. The programme aims to enable Macquarie staff to share their skills with charities over six months. Staff volunteers work in small groups providing a range of business, operations, and other skills. The programme has supported several charities with outcomes like new websites, marketing strategies, and winning funding. Challenges include finding the right charity matches and managing expectations, but the programme offers strategic support and tangible results for funders, charities, and corporations.
Using Clusters to Facilitate Innovation & Entrepreneurship within communities.Jace Grebski
This is what Will and I came up with post "Next Top Startup" as an extension of f3fundit, we saw a huge need in the market for an innovation / entrepreneurship facilitator, and started shopping this around.
We had one month in which we tried to raise the 30k euro, but in the end it just wasn't enough time and the project went to the dogs, along with f3fundit with it. Shame, was a good one.
The document proposes establishing a community of practice to address the challenge of valuing non-financial performance. It aims to identify ways to quantify or represent the value of non-financial factors, metrics, and indicators that are not easily monetized but still important to decision making. The community would explore connections between financial and non-financial performance through discussion and sharing knowledge and experiences across various professional backgrounds. It would seek to integrate consideration of non-financial performance more fully into management, accounting, reporting and investment practices.
To grow philanthropy in the new economy, savvy nonprofit board members, executives and advancement leaders have increased efforts to solicit major gifts. Learn how to align a fundraising team to secure “stretch gifts.” Gain insights to help develop and execute strategies for your team to discover, qualify, engage and ask the right donor-investors. This webinar will offer ways to reach and find resonance with donor-investors and to sustain a compelling conversation for effective engagement and solicitation of major gifts. Hear how to execute a fundraising plan that brings real returns on investment.
People culture behavior creating social outcomesJon Ingham
1) The document discusses factors that enable successful and sustainable collaborative platforms and cultures in organizations. It covers topics like developing trust-based relationships, aligning HR practices to collaboration, focusing on important tasks, and executives modeling collaborative behavior.
2) Specific examples discussed include how TSA built trust through transparency, Zappos' employee training process, P&G's principles that allow creativity, and Cisco's use of councils for important goals.
3) The key message is that collaboration requires supportive organizational cultures with factors like trust, aligned processes, challenging work, and leaders who demonstrate collaborative skills.
APM webinar sponsored by the South Wales and West of England Branch on 23 November 2021.
Speaker: David Hawkins
Projects by their very nature require many stakeholders to work together to deliver outcomes. The greater the level of collaboration the higher the probability of success. This webinar was held on 23 November 2021.
The impact of relationships and behaviours cannot be underestimated but often this is left to develop organically and can frequently be impacted by external influences directly or inadvertently. A structured approach to placing collaborative working as part of the project plan and execution can help enhance performance.
https://www.apm.org.uk/news/how-collaborative-working-can-help-deliver-successful-projects-webinar/
Monitoring and evaluation to improve fundraising bidsNatalie Blackburn
This document discusses monitoring and evaluation (MEL) and its importance for improving fundraising bids and project quality. It notes that while transformational programs are hard to measure, demonstrating results is increasingly demanded by donors and the public to ensure accountability and value for money. Examples show funders requesting evidence of a project's impact, like increased school attendance or health outcomes. The document outlines Oxfam's MEL processes, from setting measurable objectives and collecting data to using evaluations and reviews to improve decision-making. It acknowledges challenges like balancing learning and accountability when resources are limited but argues that MEL is essential for good management, communication, and organizational reputation.
Julie wake sib newcastle roadshow event presentationalphacoop
The Investment and Contract Readiness Fund will provide £10 million in grants between £50,000-£150,000 to help charities, social enterprises, and other social ventures in England prepare for social investment and compete for public service contracts. The fund aims to diversify and strengthen the investment and contract readiness market by supporting over 130 organizations through approved providers over 3-18 month programs. Eligible organizations must seek at least £500,000 in investment or £1 million in contracts and purchase specialized support to develop investment or contract readiness plans.
Similar to Impact investment for ambitious charities for slideshare (20)
The document outlines a vision for volunteering that was launched on May 6th 2022. It was a collaborative project involving several non-profit organizations and government support. The vision identifies five key themes: awareness and appreciation, power, equity and inclusion, collaboration, and experimentation. It aims to make volunteering more accessible and enjoyable for all by 2032 through greater collaboration between organizations, empowering volunteers, testing new engagement strategies, and addressing current inequities. People can get involved by sharing commitments on the website to support changes over the next ten years.
This document outlines plans for the NCVO to create a new distributed network to better connect its members. The current centralized model has members connecting only with NCVO, rather than each other. The new vision is for a platform where horizontal relationships are central, members can easily connect and self-organize, and share knowledge to support each other practically and emotionally. This is intended to strengthen civil society impact. The next phase will develop a detailed proposal and funding budget to test assumptions and build understanding and capacity among partners to launch the new network by 2023.
Hollie Banu is a senior manager at a large technology company based in San Francisco. She has over 15 years of experience in product management and business development. Hollie received her MBA from Stanford University and enjoys traveling, cooking, and spending time with her family on weekends.
The document summarizes research from a national survey on volunteering in the UK. It finds that while formal volunteering declined during the COVID-19 pandemic, informal volunteering increased slightly. Willingness to help others is the top motivator for volunteering. However, paid work is a major barrier, and post-pandemic volunteers are experiencing burnout from increased workload and stress during the pandemic. The cost of living crisis may further impact volunteer satisfaction and participation going forward.
This document provides information about undertaking a governance review of a board. It outlines the typical stages of a review including desk research, surveys of skills, diversity and governance, interviews, board observations, and a final report. It then discusses tools that can be used for the review, including the Governance Wheel for self-assessment, a skills audit, and a diversity audit. Potential red flags or issues that may be identified are also mentioned. The document concludes by thanking participants and directing them to return to the main room for an AGM and member event.
This document summarizes the proceedings of a National Volunteering Forum organized by NCVO and AVM. The forum focused on engaging volunteers and paid staff. It included presentations on developing shared principles between volunteers and staff from sector perspectives, as well as case studies from organizations on their approaches. Breakout discussion groups also took place on making decisions around paid and volunteer roles, and challenges faced. The forum concluded with reflections on recognizing, reconnecting and reimagining volunteering in the future, the role of volunteer leadership, and next steps.
A panel discussion considering what the future hold for charities and their governance, and how trustees can support their charities to survive and thrive.
Here we share our progress on updating the Charity Governance Code. Hear from the Code steering group about changes that are being made to the Diversity and Integrity principles following its refresh.
The panel will share some of the proposed changes to the Integrity principle, offering a preview of the updates. They will also reflect on findings from engagement and the extended consultation on enhancements to the Diversity principle. This will be an opportunity for the steering group to share their learning, having listened to a range of experiences. It is also an opportunity to discuss best practice which has been identified through the revision work. Finally, the group will offer an update on next steps on the Code's revision.
We’ve put together this video guide to using the governance wheel to carry out a board effectiveness review. It will be most useful for trustees or staff who are undertaking a board review for their own charity and want to know how best to use the governance wheel to support them in this.
This document provides an introduction and agenda for a webinar on emerging safeguarding risks due to the COVID-19 lockdown. The webinar will discuss safeguarding risks in schools, the workplace, with homeworking, and regarding digital technology and online safety during lockdown. It will also provide an introduction to safeguarding, including definitions of vulnerable people, types of abuse, and special areas of concern. The host has a background in nursing, policing, social services, and currently works as a safeguarding risk consultant. Supporting documents on understanding safeguarding are also referenced.
As the charity sector continues to manage the impact of the pandemic, many charities are facing financial uncertainty. In this context many senior leaders, to ensure their charity’s sustainability, will be considering collaboration and merger. In this webinar, in association with Bates Wells, we aim to answer questions such as: When should a charity in crisis consider merging? What are the alternatives? How can you make the best decision for your organisation? You will also hear about a new online decision-making tool which will help organisations chart the options open to them in a tight financial spot.
Normal working practices have changed dramatically in a very short period. Most staff are still working remotely, and many organisations have made use of the furlough scheme. This has meant organisations are having to manage and support staff remotely; review some existing policies to ensure they are still fit for purpose; and manage with a reduced and rotating staff capacity. In partnership with our Trusted Supplier Croner, in this webinar we will be sharing good practice on managing and supporting staff in this new environment. We will be joined by Vicky Scott, Operations and HR Manager at Hackney CVS who will share the experiences and learnings of Hackney CVS in this new context.
The economic impact of coronavirus means that many voluntary sector organisations will be going through a period of significant change over the coming months. For many of the hardest hit charities, the process of restructuring and making redundancies will sadly be inevitable. In this webinar we help organisations prepare for this context.
The document summarizes a webinar on the legal and practical considerations for easing lockdown restrictions and returning employees to work. It discusses employers' health and safety duties, the UK government's roadmap, conducting COVID-19 risk assessments, and practical safety measures to implement. It also provides an example of how St. John Ambulance prepared to restart operations and shares resources on legal guidance from TrustLaw and NCVO.
Slides from a webinar broadcast on 15 July 2020, sharing what volunteering organisations have learned since the lockdown in March.
Watch the full recording here: https://www.youtube.com/watch?v=HyFbDAtHHQo
The document summarizes key findings from the UK Civil Society Almanac 2020. It finds that while the number of organizations has remained stable in recent years, most are small with incomes under £100k. Total charity income and assets have grown but more slowly in recent years, with the public now the main income source versus government. Reserves are back to pre-2008 crisis levels but reductions in investments could threaten financial fragility. The paid workforce has reached 900,000 but is likely to decrease, while formal volunteering rates have remained stable though changing in form. The document outlines implications and practical support available for charities during the current challenges.
Slides of NCVO webinar that took place on 24 June 2020 covering:
the general health and safety obligations to staff and volunteers, the key legal and practical issues employers need to consider and where to go for further support and guidance.
Watch the webinar: https://www.youtube.com/watch?v=RDBvyTIFTIc
Slides of the NCVO webinar that took place in June 2020 covering:
1) the role of the chair and the board in supporting organisations in the next phase
2) challenges and opportunities which the easing of lockdown presents for trustees
3) tips and resources to help boards plan in a period of significant change
Watch the webinar: https://www.youtube.com/watch?v=HaPktkiCRgo
This document provides information about applying for funding from the Coronavirus Community Support Fund in England. It outlines the purpose of the fund, which is to support communities affected by COVID-19. It details who and what types of organizations and activities are eligible for funding. Applications can request between £300-£10,000, or over £10,000 for up to six months of costs. The document explains the application process and what information will be requested, including details about the organization's COVID-19 proposal and financial situation. It concludes by providing next steps and contact information for questions.
More from NCVO - National Council for Voluntary Organisations (20)
7. Our operating strategy
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.
We want to achieve more
than the sum of the parts: Scale Up:
Greater level of expertise * Increase significantly the number of
people impacted
with potential to influence * Replicate the service delivery model
through expansion, merger, franchise,
these sectors by being etc.
strategically positioned * Build organisational capacity to
ensure this expansion is sustainable
(ie, combination of direct
charity investment,
knowledge dissemination
and influence/thought
leadership) – will
significantly increase the Speak Up:
Link Up:
“multiplier effect” that we * Extend the reach of the
* Influence public opinion/
policy to create greater “share
have organisation beyond itself
through strategic partnerships
of voice”
* Disseminate best practice
www.impetus.org.uk 7
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 8
9. How we invest: our process
Select portfolio Formalise Manage
investment investment Manage exit
charities
• Identify and vet • Agree milestones and • Engaged relationship • “Alumnus” relationship
pro bono projects with Investment
• Due diligence
Executive
• Investment committee
• Pro bono projects
approval
• Progress monitored
against milestones
www.impetus.org.uk 9
10. Pro bono project areas
Screening Due diligence
• Research potential areas of interest • Market and competitive position analysis
• Input into Impetus review of new charities • Financial/legal review
Investment planning phase Investment scale-up phase
• Business model / strategic review • Organisational capacity
• Financial modelling • Performance management
• Business planning • Systems and reporting
• Board assessment • Monitoring and evaluation
General support
• Coaching/mentoring SMT • IT/HR/operations/legal support
• Business development/fundraising • Marketing strategy and PR
www.impetus.org.uk 10
11. Impetus pro bono corporate partners
• Bain & Company • KPMG
• Barclays Capital • Linklaters
• BBC • Macfarlanes
• BearingPoint • Merryck & Co
• Benjamin Ball Associates • MphasiS
• CVC Capital Partners • OC&C Strategy Consultants
• Debevoise & Plimpton • O’Melveny & Meyers LLP
• Deutsche Bank • PMC Treasury
• Directorbank • Precise Media
• Eden McCallum • PricewaterhouseCoopers
• First100 • Randall's Parliamentary Service
• FTI Consulting • Silverhawk Partners
• Goldman Sachs • SJ Berwin LLP
• ICAEW Corporate Finance Faculty • Studio Associato per la Societa Digitale
• ISIS Equity Partners • The Worshipful Company of IT Consultants
• J.P. Morgan • The Worshipful Company of Management Consultants
• Korn/Ferry Whitehead Mann • Warburg Pincus
www.impetus.org.uk 11
12. Success factors:
why other companies and individuals give to Impetus
1. Rigour of charity selection, due diligence and monitoring
• 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
2. Long-term impact of active engagement
• 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
3. We multiply the value of donations
• 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
www.impetus.org.uk 12
13. Case study: IntoUniversity
Before Impetus Year 4 of a 4-year
(2006/07) investment
What IntoUniversity does: (2010/11)
IntoUniversity inspires and engages young people Organisational Model of long-term London-based
from disadvantaged backgrounds to attain either a focus academic and network of learning
university place or another chosen aspiration, by pastoral support to centres offering
offering long-term, out-of-school study support. young people from long-term academic
disadvantaged and pastoral
families support
Strategic challenge Test the model on Planning the next
6 centres and phase of growth
People helped develop a
7000 replication plan
6000 Annual income £164k £1.57m
5000 No. of young 445 6,405
people in Focus
Axis Title
4000 programmes
3000 No. of centres 1 7
2000
Management Founder CEO, Broader leadership,
1000 team/Board minimal Board suited to
management scale up
0 capacity, Board
2007 2008 2009 2010 2011
more suited to
start-up phase
www.impetus.org.uk 13
14. Early Years Initiative
The need
• 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 14
15. 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).
www.impetus.org.uk 15
16. Early Years Initiative
School-readiness
Cognitive
Emotional, development
interpersonal skills
• Within the 0-5 age
• How a child relates to other range, this is mainly
people in its environment - about a child’s
includes the concept of self- communication skills
regulation • Also includes disposition
• Heavily influenced by to learning (ie, ability to
attachment formed concentrate)
between newborn School-
and main carer readiness
Physical
development
Includes a child’s
health and safety
www.impetus.org.uk 16
20. I CAN: The Children’s Communication
Charity
No child left out, or left
behind because of a
problem speaking or
understanding
21. 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
22. What can go wrong? (speech,
language and communication needs - SLCN)
Receptive Expressive
language language
delay delay
Social interaction
difficulty
Speech
sound
difficulty
23. 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
24. 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
25. I CAN’s response: Early Talk 0 -5
Accreditation and Resources
validation
Placing communication
at the heart of
Early Years
Training courses
28. I CAN’s Model – Creating Hubs of Early Language
Expertise Children and Families
Universal training Early Language
provided to (up to 485) Development Toolkits
lead practitioners and (up supplied by consortium
to 485) training partners to lead practitioner,
via 35 two-day road-show
3 x Local
training events enabling
Children’s health practitioners and
Centres settings within each
local cascade and hub in quantities shown
establishing (up to) 485
local hubs
Children and Families
Children and Families
Lead
Children’s 4 x Local
1 x Heath
Centre PVI
Visitor
Settings
‘Local Hub’
Up to 40% of lead
Support and advice 2 x SLTs practitioners receive
provided through ELDP
enhanced level
Advisory Service and on-
training enabling
line community network.
further local cascade
Good practice sharing
and more advanced
events organised in year3 Children and Families learning
Provision of training, resources and support by consortium Local Cascade
29. 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
31. We embarked on an aggressive plan to transform our distribution
& product and become profitable/self-sustaining in one year
Previously This Year
• £0.6m revenue £1.2m revenue
• LA customer base New fragmented marketplace
• Direct Delivery (DD) + free DD + new way : Licensing
cascade Build & refresh entire suite of
• Saleable product – absent or products
low value Social enterprise – building
• Cottage industry team/back-office as we go
Creating a future
platform
• Identifying effective marketing channels
• Testing assumptions about Licensee
performance across product suite
• Testing market assumptions – price etc
• Building systems to support growth - CRM
32. The Journey ahead
Other
people’s
really
good Talk
stuff Training
ET,PT, ST
Wave 2
Booster
Programme
Accreditation
products
Shaped for third party delivery
Recruitment Contract Production & Reporting
& Training
CRM QA/CPD
Management fulfilment & Billing
Infrastructure, systems and processes designed and built
Happiness
33. 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
34. I CAN
8 Wakley Street
London
EC1V 7QE
: 0845 225 4073/020 7843 2510
: info@ican.org.uk
www.ican.org.uk
www.talkingpoint.org.uk