Our Selection Process
We proactively search for social enterprises and charities led by strong management teams and who are able to demonstrate:
Our pipeline is derived from our wide contacts: referrals from management teams we have worked with; individuals we identify ourselves; and Foundations and Incubator programmes known to us.
Our Six Step Funding Process
We adopt a proactive approach to sourcing new social enterprises and charities and seek organsations that are beyond proof of concept phase with strong management teams within our issue focus.
We have three key factors which needs to be satisfied before any organisation can proceed through the funding process:
- Clear impact potential
- Evidence the social enterprise or charity is beyond the proof of concept stage
- Evidence the social enterprise or charity has a competent and committed senior leadership team
Due diligence and structuring
We conduct our due diligence in an open and collaborative manner with each social enterprise or charity, and at a timescale that respects their own needs and other commitments.
In addition to allowing us to better understand the business model, the due diligence process enables us to discuss and agree with each social enterprise or charity: Impact management and reporting; Appropriate funding instrument and terms; Priority areas for skills support and mentoring
We put together a final detailed memo that is circulated to our investment committee for review and approval. It is important to note that the investment committee meets weekly and is consistently engaged during the funding process.
Performance management and reporting
We engage as often as required with the social enterprise or charity to provide the agreed business skills and mentoring. We find this not only helps to resolve specific issues, but is part of building trust and leading to an open relationship.
We typically expect every organisation we fund to share financial information (on a monthly basis), and to report progress against agreed impact KPIs (minimum bi annually). We expect any organisation we support to encounter unexpected challenges as they grow, and we want to develop a spirit of partnership so these can be shared as early as possible to enable us to work together to try and resolve them, adjusting the necessary skills support if required.
We always consider an exit strategy from any organisation as part of our initial due diligence, and will always seek an exit that does not adversely affect the ability to maintain positive impact.