Mission‐Related Investing
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F.B. Heron has made dozens of mission-related investments since 1996 in areas like affordable housing, community loans, and community development funds. Their goal is for 100% of investments to be mission-related, currently at 60%. Historically they have achieved second quartile investment performance without sacrificing financial returns. The first recommendation of the Canadian Task Force on Social Finance was for foundations to invest at least 10% of assets in mission-related investments, endorsed by Community Foundations of Canada and Philanthropic Foundations of Canada. Some challenges to mission-related investing in Canada include finding quality opportunities, limited intermediaries which increases costs, and accepted methods for measuring social returns. Solutions are emerging as new investment opportunities develop.
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The study assessed British Columbia's Equity Capital Program, which provides tax credits to encourage early-stage investing. It found the program successfully increased early-stage capital availability, though BC still lags larger markets. The program's direct investment model was particularly effective at attracting angel investors. However, a lack of follow-on funding remains a challenge. The study concluded the program meets its objectives and its tax credit model could be expanded nationally to further support startups.
Summit 05 Presentations 12a Tessier, Todd
The study assessed British Columbia's Equity Capital Program, which provides tax credits to encourage early-stage investing. It found the program successfully increased early-stage capital availability, though BC still lags larger markets. The program's direct investment model was particularly effective at attracting angel investors. However, some promising companies still lacked follow-on funding. The study recommended expanding the program nationally and adjusting the tax credit and budget management to better supply capital over time.
Trajectory and Opportunity of Social Finance
Keynote presentation from the Sustainable Business Conference at the Telfer School of Management at the University of Ottawa on the trajectory and opportunity of social finance, including personal motivations, the economic, social and environmental necessity of social finance, a background on the concept with real life examples, and a vision for the future.
TDGFReport_AccessibilityFINAL_webposting
The TD Financial Literacy Grant Fund provided $10.4 million in grants to 139 financial literacy projects delivered by 128 Canadian organizations from 2010-2014. The projects reached over 75,000 people directly. They focused on developing resources like curricula, training, and client materials. The research found that projects addressed the needs of groups like youth, newcomers, Aboriginal people and those with low incomes. It also identified common challenges for organizations in meeting client needs and building a sustainable field.
Exploring Social Finance & Social Enterprise
The document provides background on social enterprise and social finance. It explores the motivation for these activities, including addressing complex social problems with constrained government finances. Various models are examined, such as housing funds, community loan funds, and social impact bonds. Case studies of the New York City Acquisition Fund and social enterprises like Friends Catering Company and St. John's Bakery are also summarized.
Business Proposal: Venture Capital Firm in Canada
This document lays out a business proposal to start a venture capital firm in Canada, the business environment in Canada, various risks and challenges that can be faced and existing competition.
GB560-4 Evaluate change management plans.In this Assessme.docx
GB560-4:
Evaluate change management plans.
In this Assessment you will provide a critical evaluation of a business process in the scenario provided. The final response for this Assignment will be a 15–17-slide-PowerPoint presentation with audio. The audio portion transcript is found in the notes section below each slide. The presentation includes a cover slide, abstract, body addressing the checklist items, and APA citations and references.
Background:
Mohammed Yunus is the founder of the concept of microfinancing. His initial impetus to provide financing to individual small family owned businesses in India and elsewhere inspired a movement that has spread across the world with some controversy as to the real benefits of such financing. See the founder’s website for some background on microfinancing.
In addition, you practiced with some of Geert Hofstede’s cultural dimensions in the Learning Activity that you will now use to address any cultural considerations in your evaluation of the business process described.
Scenario:
You were recently hired by a nonprofit organization that is headquartered in Montreal, Canada. This organization, Beacon of Hope (BOH), had a mission of providing financing to businesses who wished to start a business in third world countries. Two years ago, they changed their mission to providing microfinancing to
individuals
in third world countries who want to start up a small business in their own country. The first two countries they focused on were Angola and Ghana. After two years in operation, it has become apparent that a change is necessary. Choose either Angola or Ghana to evaluate the organization’s current process addressing the following concerns:
Here are some of the reported problems:
· Only 225 applications were received from prospects concerning each of the two countries. At the 2-year mark, the expectation was 1200 applications for each.
· The application processing time is taking 4–6 months. The original goal was 2 months.
· Only 100 applications have been approved for each country, and the average loan is $10,000.
· The most recent report shows that only 15% of the businesses funded are still in operation.
· Accessing the microfinancing funds has proven problematic using in-country banks.
· Accounting for the expenditure of funds by BOH has been difficult to track.
· Loan delinquency is a major concern due to business failure.
Checklist:
Evaluate the business change process by researching and addressing the following:
a. Provide an overall assessment of the existing program and what needs to be changed to be viable.
b. Analyze the likely reasons that the application processing time for microfinancing is taking 4–6 months.
c. Identify the stakeholders who should be involved in this change management process and explain BOH’s responsibility towards these stakeholders. HINT: A stakeholder is any person, group, or organization that has a positive or negative impact on the work or anyon.
Similar to Mission‐Related Investing (20)
From
Blended
Value
to
Impact
Investing - Event report
From
Blended
Value
to
Impact
Investing - Event report
Investing for Impact: Issues and Opportunities for Social Finance in Canada
Investing for Impact: Issues and Opportunities for Social Finance in Canada
Mobilizing Capital for Public Good: Presentation to MMAH
Mobilizing Capital for Public Good: Presentation to MMAH
GB560-4 Evaluate change management plans.In this Assessme.docx
GB560-4 Evaluate change management plans.In this Assessme.docx
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Mission‐Related Investing
- 1. Mission‐Related Investing Description: What F.B. Heron Did- Since 1996 have made Investments across this spectrum, Dozens of investments in affordable housing projects, community, loan funds, community development venture capital funds, community banks, etc. Heron ‐ Today: Goal is that 100% of investments will be mission‐related (currently at approximately 60%), Historically 2nd quartile investment performance, so no sacrifice to finance return, Have eliminated organizational separation of grant‐making and investments. Canadian Context- First recommendation of the Canadian Task Force on Social Finance was that foundations should invest at least 10% of their assets in mission‐related investments, This recommendation has been endorsed by both Community Foundations of Canada (CFC) and Philanthropic Foundations of Canada (PFC), The focus of many foundations has now moved from “Why” to “How”. Some of the “How” Challenges- Finding enough quality investment opportunities across the asset class spectrum, Shortage of intermediaries ‐ meaning transaction costs are relatively high and requires development of in‐house expertise, Accepted methodologies for measuring social returns, Canadian blueprints to follow ‐ similar to FB Heron. Solutions to “How” Challenges- While still an emerging field in Canada, new investment opportunities are being developed quickly. Reference URL: http://business.wesrch.com/paper-details/pdf-BU1MF8XU3BPOH-mission-820