Impetus invests in ambitious charities and helps them scale up their impact. The document discusses Impetus' operating strategy of combining direct investment, knowledge dissemination, and influence to significantly multiply its impact. It provides examples of portfolio charities that were able to significantly grow and improve outcomes with Impetus' long-term engaged support through funding, pro bono expertise, and capacity building. The success of Impetus' model relies on its rigorous selection and monitoring process of charities, as well as the long-term engaged support it provides to help charities strategically scale and influence their sectors.

1. PM 4
Impact investment for ambitious
charities
Chair: Julie Ward, Sustainable Funding Officer, NCVO
National Council for Voluntary Organisations
Sustainable Funding Project

2. Julia Grant
Portfolio Director, Impetus Trust
National Council for Voluntary Organisations
Sustainable Funding Project

3. Presentation to:
National Council of Voluntary Organisations
Julia Grant, Portfolio Director, Impetus Trust
Nov 2012
www.impetus.org.uk

4. 4 www.impetus.org.uk

5. www.impetus.org.uk

6. www.impetus.org.uk

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

17. www.impetus.org.uk
www.impetus.org.uk Trust © 2011
Impetus | Registered Charity 1094681 | ALL RIGHTS RESERVED | Not to be reproduced without permission

18. Virginia Beardshaw
Chief Executive, I CAN
National Council for Voluntary Organisations
Sustainable Funding Project

19. NCVO
Sustainable Funding
Conference
Wednesday 28th November 2012
Presentation by
Virginia Beardshaw
Chief Executive, I CAN

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

26. Resources

27. Early Language Development
Programme

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

30. Licensing Programme

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