Local Impact Funds can help direct EU funding towards social and economic investment in local areas. They combine business support and growth investment using European Structural and Investment Funds to leverage private capital. Two pilot Local Impact Funds are being established in Liverpool City Region and Northamptonshire to test the model. Lessons from previous funds in places like Kent and Wales show they provide flexible financing to social enterprises and create local jobs and social impact.
EcoNiLi Battery is a global battery recycling company headquartered in Singapore, with factories in Malaysia, Indonesia, and Pakistan, and an under-construction facility in Alicante, Spain/EU. We are dedicated to offering economical and sustainable end-of-life solutions for lithium-ion batteries.
Catering to clients worldwide, including OEMs, battery collectors and recycling companies, our specialization lies in providing efficient and eco-friendly solutions for li-ion battery recycling.
Our state-of-the-art lithium-ion battery recycling equipment is designed to comply with eco-friendly regulations while maximizing profitability for our customers. We take pride in offering quick setup, comprehensive training, and excellent after-sales services to ensure our customers can recycle black mass and shredded batteries with ease.
At EcoNiLi Battery, our ultimate goal is to promote a circular economy by reducing waste and creating a sustainable future. Our strength lies in our well-established supply chain, which allows us to establish central hubs in strategic locations, starting with Asia and expanding to Europe. These hubs will serve as collection and processing centers for end-of-life LIB, ensuring that the recycling process is efficient and cost-effective.
As a company, we are deeply committed to reducing waste and promoting sustainability in the battery industry. We firmly believe that our services play a vital role in creating a circular economy, and we take immense pride in being part of the solution.
If you seek an efficient and eco-friendly solution for li-ion battery recycling, EcoNiLi Battery is here to assist you. Contact us today to learn more about our services and how we can help you achieve your sustainability goals.
How will we build the platform for 5G? How will NFV transform to 5G core and what is the status today? Here you can download the Key Note presentation form Ericsson CTO Erik Ekudden, from the SDN NFV World Congress 2017 in the Hague.
EcoNiLi Battery is a global battery recycling company headquartered in Singapore, with factories in Malaysia, Indonesia, and Pakistan, and an under-construction facility in Alicante, Spain/EU. We are dedicated to offering economical and sustainable end-of-life solutions for lithium-ion batteries.
Catering to clients worldwide, including OEMs, battery collectors and recycling companies, our specialization lies in providing efficient and eco-friendly solutions for li-ion battery recycling.
Our state-of-the-art lithium-ion battery recycling equipment is designed to comply with eco-friendly regulations while maximizing profitability for our customers. We take pride in offering quick setup, comprehensive training, and excellent after-sales services to ensure our customers can recycle black mass and shredded batteries with ease.
At EcoNiLi Battery, our ultimate goal is to promote a circular economy by reducing waste and creating a sustainable future. Our strength lies in our well-established supply chain, which allows us to establish central hubs in strategic locations, starting with Asia and expanding to Europe. These hubs will serve as collection and processing centers for end-of-life LIB, ensuring that the recycling process is efficient and cost-effective.
As a company, we are deeply committed to reducing waste and promoting sustainability in the battery industry. We firmly believe that our services play a vital role in creating a circular economy, and we take immense pride in being part of the solution.
If you seek an efficient and eco-friendly solution for li-ion battery recycling, EcoNiLi Battery is here to assist you. Contact us today to learn more about our services and how we can help you achieve your sustainability goals.
How will we build the platform for 5G? How will NFV transform to 5G core and what is the status today? Here you can download the Key Note presentation form Ericsson CTO Erik Ekudden, from the SDN NFV World Congress 2017 in the Hague.
Unofficial guide to Nokia 5G Associate Certification. Just some exam notes I made for the certification, I would recommend Nokia extensive online training to all.
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We have also discussed about the major cause of downfall of Nokia.
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Nokia was a well known and big brand overall world.Before around 10 years Nokia was the biggest mobile brand in india,more then 80% people used to use Nokia's phone.But one Nokia totally disappeared from the market.
In this Presentation we try to know about Nokia and the reason behind end of its monopoly.
This presentation deals with the marketing marketing strategies of the mobile giant Nokia. It discusses how it penetrated the market, what customer benefits it offered, its marketing mix and finally what led to its failure
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Ingrid Gardiner (ESF Effectiveness manager) discussed European structural and Investment funds and the future of structural funds in England.
Find out more about NCVO's european policy work: http://europeanfundingnetwork.eu/
Unofficial guide to Nokia 5G Associate Certification. Just some exam notes I made for the certification, I would recommend Nokia extensive online training to all.
BL0 100 Nokia 5G Foundation Exam
In this presentation we have discussed about the
Strength, Weakness, Opportunity, Threats (SWOT).
We have also discussed about the major cause of downfall of Nokia.
Get a better understanding of 5G in this "Introduction to 5G"presentation by Doug Hohulin, Nokia 4G/5G Mobile Technology, whose focus is the strategy and business development of AV, UAS, Smart City, IoT and 5G technologies. This was part of Doug's presentation at the 2017 Gigabit City Summit (GCS17)
Globtel AIR Solution - True potential of the Gigabit Fixed Wireless Access So...Pavle Mikuz
The AIR Gigabit Fixed Wireless System is the ultimate last mile access solution suitable for both mature and emerging markets which is proving its worth in several different scenarios ranging from densely populated urban areas to sparsely populated rural regions in three continents.
Nokia was a well known and big brand overall world.Before around 10 years Nokia was the biggest mobile brand in india,more then 80% people used to use Nokia's phone.But one Nokia totally disappeared from the market.
In this Presentation we try to know about Nokia and the reason behind end of its monopoly.
This presentation deals with the marketing marketing strategies of the mobile giant Nokia. It discusses how it penetrated the market, what customer benefits it offered, its marketing mix and finally what led to its failure
Reason for Success and Failure
Trade Cycle of Nokia
Comeback of Nokia
SWOT Analysis
Marketing Mix
Porter's Five Force Model
Comeback Strategies
Recommendations
This Gives you a breif about how to do a powerpoint presentation, how to prepare questionnaire and what was the result by doing vodafone customer satisfaction survey
Ingrid Gardiner (ESF Effectiveness manager) discussed European structural and Investment funds and the future of structural funds in England.
Find out more about NCVO's european policy work: http://europeanfundingnetwork.eu/
This presentation was part of the NCVO event - 'It's Our Community research workshop - East of England'.
This event was organised by NCVO, BIG Society CIC and Peterborough Council for Voluntary Service, to look at how European funding has been used to fund community-led solutions to local problems, and explore how this funding might be used in the future.
Ingrid Gardiner (EU manager) gave a presentation on European Structural and Investment Funds : Community Grants. NCVO co-ordinates the European Funding Network.
You can find out more about NCVO events on the European Funding Network website: http://europeanfundingnetwork.eu/events/ncvo-event
Presented by David Floyd, Managing Director, Social Spider, at NCVO's 2015 Evolve Conference.
One of two presentations covering the alternative finance landscape.
The presentation was part of an event about Local Enterprise Partnerships with Involve Yorkshire and Humber event in Leeds on Wednesday 11 December.
The presentation was by Ingrid Gardiner from NCVO's European Funding Network and looks at all aspects of accessing European structural funds.
Find out more about European Funding Network's past events: http://europeanfundingnetwork.eu/events/past-events
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The role of Government in the Social EconomyOECD CFE
The capacity building seminar will gather the main stakeholders who are concerned with building conducive ecosystems for social enterprises: policy makers and administrators, networks of social enterprises and social economy actors, social finance players.
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On 11th February 2016 the Big Lottery Fund and CBO evaluation team ran a peer learning event for people developing SIBs related to health. These slides are from the workshop on working with investors.
IGNITE your…. Solent LEP Bridging the Gap
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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.
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.
Entering a new phase of the Covid-19 pandemic, with the option of returning to your workplace, has legal and practical implications for all charities. Employers need to be clear about what they are required to do to ensure the health and safety of their staff and volunteers. Employers are having to consider questions such as: what reasonable adjustments should employers make for their workforce in returning to a ‘new normal?’ How can we prepare for what lies ahead? In partnership with TrustLaw, in this webinar we aim to answer these questions. We will be joined by Sarah Valentine, Senior Associate at Eversheds Sutherland and Andrew New, Head of Education at St John Ambulance.
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
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Watch the webinar: https://www.youtube.com/watch?v=RDBvyTIFTIc
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
2. General introduction
Azlina Bulmer
Programmes and Development Manager
The Charity Bank
Lessons and thoughts from the 2000 – 2006 and 2007 – 13 programmes
Ann Oldroyd
Former Chief Executive
The Key Fund
Developing the two Local Impact Fund pilots
Chris Dadson
Business Development Manager
The Social Investment Business Group
Speakers
4. This presentation describes how a ‘Local Impact Fund’ financial instrument can help direct EU
monies towards investment into local places to increase positive social and economic activity.
This is known as ‘place based social investment’, and can help support EU objectives to increase
jobs and growth in local areas, grow a social economy and support social entrepreneurship.
Local Impact Funds are a key mechanism for delivering place based social investment. They:
• Combine (i) wrap around business support with (ii) growth investment.
• Use European Structural and Investment Funds (ESIF) to leverage private (social) match.
• Connect European, national and local supply of monies, with local demand for finance.
• Support local economic and public services strategies.
There are existing examples and case studies showing how social investment has achieved this
in the 2007-13 EU programme.
There are two pilot Local Impact Funds being established to test the instrument and extract
learning and lessons. These have an expected launch date of December 2013.
Executive summary
5. Charities and social enterprises make a positive difference to society and the economy
• 38% of social enterprises work in the 20% most deprived communities in the UK (compared
to only 12% of SMEs). [The People’s Business, SEUK, July 2013]
• £1 of public spend into social enterprises creates £6.25-£8.33 of GVA (compared to £3.57
across all markets). [Evaluation of CDFIs, GHK, 2010]
There is a massive unmet demand for social investment
• The funding gap for charities and social enterprises in the UK is estimated at £1.3 bn - £2.1 bn
annually, in contrast, the amount of social investment deals made in 2012 was £286 million.
• The social investment market is set to grow at an average of 38% annually up to an estimated
£1 bn of done deals in 2016, yet this is not enough to meet the demand from the sector.
There is money available to grow the supply of social investment
• Big Society Capital (BSC) was launched in 2012 as a wholesaler with up to £600 m, looking to
(i) invest in social investment intermediaries / funds, (ii) attract new investors into the sector.
• The UK allocation of the 2014-20 ESIF, estimated at c. £6 bn, can help stimulate innovation
and sustainable economic growth in some of the most deprived parts of the country.
What is now needed are the mechanisms for connecting supply to demand…
Context and rationale
6. Vision
• Local Impact Funds will be locally driven, flexible, and responsive to need and context.
• Local Impact Funds will provide a tailored package of support and finance for charities and
social enterprises at all stages of their journey, from start up to sustainability and growth.
• Local Impact Funds will draw together into one place an appropriate blend of national and
local actors and interventions, achieving more through the sum of its parts.
• Local Impact Funds will support social economic growth anywhere in the world, therefore
learning should be shared with interested partners across Europe.
Proposal
• Local Impact Funds to become a major new financial product for the sector.
• 2 pilot Local Impact Funds to be established in late 2013.
• All LEPs to consider establishing a Local Impact Fund in their area in 2014-20.
• For Local Impact Funds to build on existing local and national infrastructure and business
support, thereby enhancing and not duplicating the activity of local organisations.
• Local and national investors to gain confidence in the instrument, so that in time new
investors can replace ESIF and help grow a local social economy.
Vision and proposal
7. Framework
• Source investable charities and
social enterprises, identify
potential future investees, and
assess their support needs.
• Support charities and social
enterprises on their journey
towards growth and
sustainability, drawing on existing
support, and designing new
support structures where
relevant.
• Fund them in a way that is flexible
and responsive to their needs, not
the needs of investors.
For a Local Impact Fund to work over the long term, a model of support and finance should be
designed that helps:
• Encourage continuous learning and evaluates what works best in a local area.
8. Local Impact Funds model*
*This diagram is for demonstration purposes, and the
figures and amounts may be different in practice
Local Impact Fund
National social
investors
Charities and
social
enterprises Beneficiary
Intervention
Investor
Money
Expertise
Close link
KEY
Local social
investors
Big Society
Capital
TBC
LEP
(structural
funds) TBC
Pipeline
support
Equity/debt
Grant
Grant makers
Grant
Key Questions:
1. Terms of EU money?
(pari passu? Grant
component? First loss?)
2. How much pipeline
support is needed?
3. Who pays for costs?
• Set up costs.
• Legal costs.
• Evaluation
9. The Fund Manager
• Local Enterprise Partnerships (LEPs) will have to chose an appropriate Fund Manager to
deliver the Local Impact Fund.
• The Fund Manager could be a:
o Social investment finance intermediary (SIFI)
o Community Development Finance Institution (CDFI)
o For profit fund manager.
• LEPs may have existing relationships with local, national or international organisations that
they will want to draw on, to help them establish a Local Impact Fund.
• Otherwise, LEPs could speak to the following organisations for advice on the matter:
o Big Society Capital (BSC)
o Social Enterprise UK (SEUK)
o Community Development Finance Association (CDFA)
o National Council for Voluntary Associations (NCVO)
o Association for Chief Executives of Voluntary Organisations (ACEVO).
10. Different investors are interested in different outputs and outcomes
Measuring performance
EU monies Social investors For profit investors
• Outputs, results and
impacts (as below)
• Financial performance
• Social performance
• Financial performance
EU outputs, results and impacts
• Jobs created.
• Jobs safeguarded.
• Social enterprises assisted.
• Businesses assisted to improve. performance.
• Private sector investment leveraged.
• Increase in Gross Value Added (GVA).
• Increase in employment.
• Change in employment rate in target areas or
target groups.
• Net additional employment in additional
areas.
Social performance
• Understand the change you want to
make and who you want to make it to.
• Big Society Capital has a helpful
outcomes matrix that you can consult to
help you design a measurement system.
Financial performance
• Measure results in monetary terms.
• Reflected in an income and expenditure
report.
• Results are also reflected in the charity
/ social enterprise return on investment.
11. Key milestones
April 2013 Local Impact Funds referenced in BIS preliminary guidance to LEPs
July 2013 Local Impact Funds included in supplementary guidance to LEPs
Sept – Dec 2013 Information sharing events
December 2013 Launch of the 2 pilot Local Impact Funds
January 2014 Gain EC agreement for operational programmes
Mar - Sept 2014 LEPs to commission proposals for Local Impact Funds, as relevant
Autumn 2014 First full Local Impact Funds become established
2015 – 2020 Local Impact Funds rolled out across England.
Aspiration for 10 – 20 Local Impact Funds to be created
13. Key Fund’s 12 year Experience of managing
Local impact funds with ERDF
• Key Fund is a CDFI specialising in distributing EU & UK
funds to the Social Sector in the North.
• Total ERDF/ESF £33.6m - £22.6m in Loans 11m in
Grants
• Match Funding from Public (SRB,NR,CRT) and Private
sources (RBS, Unity)
• 2000 - Organisations invested, 175 - New Start
Ups, 1882 - Jobs Created/ Safeguarded, 6500 - Training
Opportunities
• Lead body on Social Incubator North & £20m ERDF
Consortium in Y&H
• 75% of investment in 10% most Deprived areas
14. Key Fund’s Experience of managing
Local impact funds with ERDF
• Sector needs ‘Patient Capital’ Fast, Flexible and risk friendly
investments.
• Managing ERDF & ESF programmes is complex, requiring
highly skilled staff , well development admin capacity
• Local market knowledge and understanding of the needs of
Social Sector is essential to avoid investment mismatches
• Success is reliant upon a mix of funding & support, good
referral relationships i.e. Charity Bank and other investors
• Effective use of ERDF requires subsidy to create investment
readiness capacity in the sector and a sustainable legacy for
CDFIs
16. 1. The Liverpool City Region (LCR) Impact Fund is being designed as a partnership between
Social Investment Business Group (SIB) and Social Enterprise North West (SENW).
2. We are looking to launch the £4m 18 month pilot Fund by the end of December 2013, to
invest into c.40 charities and social enterprises by June 2015.
3. This pilot draws on existing ERDF investment from the 2007-13 programme, and is being
accessed through an existing project: Big Enterprise in Communities (BEiC) programme.
4. BEiC is a £7m business support programme for Liverpool City Region being run by
SENW, and will provide the Fund with a pipeline of investable organisations.
5. We are in the process of seeking approval for a £1m ERDF investment into the Fund, which
could potentially leverage up the same amount three times over.
6. SIB will match this ERDF investment with an investment from our Communitybuilders
endowment, then submit an application to Big Society Capital (BSC) for further investment.
Liverpool City Region Impact Fund
17. 1. The Northamptonshire Impact Fund is being developed in partnership between SIB, the
University of Northampton and UnLtd.
2. We are looking to launch the c. £6m 18 month pilot Fund by the end of December 2013.
3. As there is no ERDF investment from the 2007-13 programme to access for this, other
investors have been approached: local public and private investors have committed £2m.
4. This Fund will support charities and social enterprises around the service transformation
agenda, helping them deliver more contracts in public service markets’.
5. An ‘ecosystem of support’ is being designed alongside this Fund, building on existing
support that the University of Northampton and UnLtd already provide to social enterprises.
6. SIB will also invest in this Fund, and submit an application to BSC for further investment.
Northamptonshire Impact Fund
19. Annex 4
Kent Big Society Fund – case study
Place specific issues?
Kent is a large and diverse county:
• Rural and urban communities.
• Pockets of deprivation.
• Limited social enterprise presence.
• Linked to broader KCC support for
enterprise.
Background
Kent County Council (KCC) established a Big
Society Fund in January 2012, to provide:
• Support to transition grant dependent
social enterprises towards sustainability.
• A mix of soft loan and grant support.
• £3 million investment over 3 years.
• Create jobs and social value in the area.
Fund details
Managed by the local Community
Foundation. 1 FTE managing process.
Key Fund support (due diligence on
applications, use of docs /processes).
No demand yet to divert HNWI money to
this: they are interested in thematic areas.
No close date to Fund. Profiled as 5 year
scenario based on current experience.
Financials
£350k invested to date.
£1.7 million worth of specific interest.
Provides soft loans of £10k - £100k.
Grant element of up to 10%, if necessary.
Start ups receive more intensive support.
Loans up to 5 years, repayment holidays.
Flat 5% fixed interest on loans.
4% management fee immediate on all loans.
4% fund management fee from KCC.
20. Annex 5
Communities Investment Fund, Wales – case study
Place specific issues?
Covers the West Wales and the Valleys
area:
• Receives Convergence funding.
• Mix of Rural and Urban deprivation.
• Isolated communities with poor
infrastructure.
Background
Wales Council for Voluntary Action
(WCVA), created Communities Investment
Fund (CIF) to provide:
Patient capital loans to SSOs in Wales in
2006.
Some grant available to make SSOs
investment ready.
Target to create jobs and social impact.
Fund details
Managed by WCVA.
Independent Credit Committee review all
applications.
Using ERDF investment and recycling into
further investments.
Current allocations to be made by Mar ’14.
Close working with Welsh Government for
successor fund post 2014.
Financials
Over £4m worth of investments approved.
Provides loans of £20k - £250k.
Work closely with support providers to
provide wrap around support.
Loans up to 25 years, repayment holidays.
Flat 6% fixed interest on loans.
No additional fees or penalties.
Repayments to date c £1.5m.