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Upaya Social Ventures Selects 11 Social Enterprises for its 2019 Livelihoods Accelerator Cohort

Posted By Heather Soehn, Upaya Social Ventures, Wednesday, May 22, 2019
Updated: Wednesday, May 22, 2019

Seattle, WA – May 22, 2019

Upaya Social Ventures, a nonprofit organization that invests in social enterprises that create jobs for the extreme poor, today announced the 11 companies that have been selected for its third accelerator program. All 11 social enterprises show the potential to create jobs at scale for the extreme poor in India.

The 11 participating companies represent cities across India and operate in a diverse range of industries from rural manufacturing to tourism. The selection process was aimed at identifying enterprises with the potential to create jobs, or significantly increase income, for 1,000 people in three years who are currently living on less than $1.90 per day.

“This is the third accelerator cohort that Upaya has selected in India,” Says Kate Cochran, CEO of Upaya. “For the 2019 cohort, we opened applications to a wide range of companies as long as they could demonstrate job creation potential for the poor. The diverse companies we selected are inspiring evidence that social entrepreneurs are a powerful ally in fighting poverty.”

The entrepreneurs will take part in Upaya’s four-month accelerator program that includes three three-day workshops centered around finance, impact management and communication, and organizational development. The program also includes one-on-one mentoring and exposure to investors and industry experts.

"This is the most diverse set of enterprises and entrepreneurs we have had at Upaya's Accelerator program,” said Amit Antony Alex, Upaya’s India Country Director. “We believe there is going to be a lot of peer learning along with the support provided as part of the accelerator program."

The 2019 cohort was selected from a competitive pool of 195 applications by a committee of impact investing, impact management, and social sector experts. To date, 19 social enterprises have graduated from Upaya’s accelerator program, and four have received Upaya investment. At the end of the 2019 program, Upaya expects to select between one and three enterprises from the cohort to add to its investment portfolio.

“We are thrilled to be a part of this Upaya cohort,” said Vasanthi Veluri, co-founder of Almora Craft Design Studio, one of the participating companies. “We look forward to learning about various diverse business practices, and [refining] ours based on this understanding. Also, we wish to share and get feedback on our work from a business perspective from investors and mentors to create better livelihood opportunities for our women artisans.”

A complete list of the participating companies includes:

ABOUT UPAYA SOCIAL VENTURES

Upaya Social Ventures (Upaya) creates dignified jobs for the poorest of the poor by building scalable businesses with investment and consulting support. Since 2011, Upaya has supported 16 small and growing businesses in India with investments and expertise, and those partner companies have created more than 12,000 lasting, dignified jobs. With offices in Seattle, Washington and Bangalore, India, Upaya is committed to a goal of helping its partners create employment opportunities in the world’s most difficult-to-reach regions and industries. Please visit www.upayasv.org for more information. 

Tags:  accelerators  accelerators; social entrepreneurship; social impa  business training  capacity development  early stage ecosystem  India  mentoring  smes  social impact 

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Spread the Word: Stanford Seed is Seeking Applicants in Africa & India

Posted By Kendra Gladych, Stanford University, Tuesday, May 7, 2019
Updated: Tuesday, May 7, 2019

Stanford Seed is looking for high-potential CEOs or founders of companies and market-driven social enterprises based in Africa, India and Sri Lanka who are motivated for growth.

The Seed Transformation Program is an unconventional, high-touch learning experience that partners with entrepreneurs in emerging markets to build thriving enterprises that transform lives.

The application deadline is 15 June 2019.

Learn more about the program and access the application here.

Know someone who might be interested? Help us spread the word! Visit this online toolkit for easy ways to share the program with your network.

Tags:  Africa  Agribusiness  Agriculture  ANDE Africa  Business  digital economy  east africa  education  emerging market  emerging markets  energy  entrepreneurship  Fintech  High-Growth Entrepreneurship  India  India; ANDE members  Kenya  leadership  Liberia  professional development  Rwanda  Scale  scaling  smes  social enterprise  Social entrepreneurship  social impact  South Africa  Tanzania  Training  Uganda  West Africa  Women 

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Working with investors to develop proactive talent strategies

Posted By Rebecca Harrison, African Management Initiative, Thursday, March 21, 2019

Working with investors to develop proactive talent strategies 

Human capital is a key challenge for many SGBs. Getting and keeping the right team in place is critical to propel ventures to scale – yet founding teams often struggle to find the right fit. Many investors in African companies have tolAMI they want to focus more post-investment support on developing talent within their investee companies. But they often aren’t sure how to develop a talent strategy that cuts across their investment portfolio.

AMI hosted a roundtable discussion in Nairobi last month for around 30 early and growth stage investors into East Africa interested in adopting more proactive talent strategies for their portfolio companies. We shared 3 models we’ve seen used to provide post-investment human capital support, and hosted a candid discussion around what is and isn’t working.

AMI identified the following three broad buckets for ways to engage around talent at a portfolio company level. We heard from various investors, who shared how they are using different approaches to help their investee companies build out the teams they need to scale.

Three models:

Facilitative model   This could also be described as the ‘matchmaking’ model. The facilitative model is used when investors help companies understand their talent needs, identify and introduce them to quality providers, and then show them how to engage. The investor’s role here is primarily diagnostic and facilitative, and aims to support needs that are specific to each founding teams/organisation. Some investors are using TA funds to finance these interventions.

Examples: For AHL Ventures, talent is one of the main post-investment challenges that companies across their portfolio face. They often work with their companies on creating a talent plan or helping them directly acquire talent. They also refer investee companies to talent providers, where appropriate, using experience on what has worked with other portfolio companies to inform recommendations. For example, AMI has worked with AHL to train employees in several of their investee companies, including MKOPAPowerGenEthioChicken and Equity for Tanzania.

A different approach within the facilitative model was shared by CDC Groupwhich is developing an online directory for investee companies providing information on different human capital services available, including services specific to talent development – training, recruiting etc. CDC aims to make this directory available more broadly with the goal of also building the broader ecosystem (see supply-side model below).

Direct model The direct model differs from the facilitative model, as it works to identify a very clear need across the investor’s portfolio, instead of working on a case-by-case basis. This model is focused on solving a specific challenge, for example developing middle managers, hiring CFOs or working on enterprise sales. The goal is to offer a structured programme or intervention that cuts across the entire portfolio. This approach is becoming increasingly popular as investors deepen their understanding around critical talent challenges, and is often funded by a blend of investor/TA subsidy and direct payment by the company.

Examples: Acumen identified a need across its portfolio to strengthen middle management skills and build leadership bench strength below the executive team. They first partnered with AMI 3 years ago to develop cross-portfolio programmes for both middle and senior managers and now run at least one programme annually. Interestingly, Acumen started by subsidising the programmes significantly, but has gradually phased this out. Companies now pay directly, and many have worked this into their annual planning and budgeting processes.

Shell Foundation took a similarly direct approach, offering AMI management programmes to companies across its portfolio on a cost share basis, after identifying management skills as a cross-cutting need. In this case, Shell Foundation allowed companies to engage AMI on their own terms, but provided the cost-share to make this possible. More than 100 have continued to work with AMI on a fully commercial basis, demonstrating that investors can often play a catalytic role in demonstrating the value of human capital services to companies.

Finally, Investisseurs & Partenaires (I&P) hosts a pan-African entrepreneurship club for its portfolio companies, where portfolio companies are invited to exchange ideas and debate on various issues including recruitment and retention. I&P also hosts seminars on specific topics of interest to entrepreneurs.

Supply-side support A small and growing group of investors are working to strengthen the ecosystem of human capital providers itself, either through grants and investments into supply-side players, or through experimentation with innovative sector-building models.

Examples: Shell Foundation is working with Argidius Foundation and Bluehaven to develop a Talent Facility to encourage and enable early-stage enterprises to invest in talent even when cash is constrained. Bluehaven, AHL and I&P have all invested directly into human capital providers such as AMI and Shortlist. And both Bluehaven and Argidius Foundation have provided grants to build the talent ecosystem more broadly.

Top learnings from investors:

Each of the 30 investors in attendance have several years of experience working in the impact investment sector in East Africa and globally, and shared openly about what they’ve learned around human capital. Here are a few high-level learnings

    • Investors can and should influence, and even incentivise, founding teams to focus on talent. Investors noted that founders themselves needed to be bought into human capital as a strategic priority. Investors can make their expectations clear in this regard, both before investment during diue diligence and after investment, at a board level.
    • Human capital is a core strategic priority not a ‘nice to have’ – is it on the agenda at board meetings? Many companies and investors agree that talent is important, but then spend their board meetings talking about fund-raising and sales targets. Investors who sit on boards can push talent issues up the agenda by asking the right questions around talent strategy.
    • Proactive talent strategy is more effective than reactive crisis management: Investors have seen talent challenges emerge when companies grow very quickly. Investors can encourage companies to get the right human capital systems and structures in place ahead of (or at least at the beginning) of a period of aggressive growth, and can share lessons learned from other portfolio companies.
    • Investors have seen key needs cut across portfolio companies. Some key themes emerged from the discussion – for the example the need to develop middle management, the shortage of strong CFO candidates and challenges with enterprise sales. However investors working at different stages of the investment cycle noted that different approaches are required for early-stage businesses versus more mature companies. Investors can benefit from sharing notes with others investing at a similar stage.
    • Due diligence should include a structured focus on management capacity & learning mindset. Many investors are being more intentional and structured about probing the management capacity of founding teams and their broader leadership. Some noted the importance of ensuring that entrepreneurs themselves have a learning mindset, and so are likely to build a learning culture across the organisation.
    • Start with simple interventions that work – A quick and easy way to start leveraging your experience as an investor to drive talent development is to introduce functional heads from within your own portfolio to each other. For example, introducing the head of marketing from two of your investee companies to each other is extremely beneficial for growth, learning and innovation.

We’d love to hear from any investors who have tried approaches not listed here. What’s worked for you? What are you still trying to figure out? Can we help?

AMI delivers a practical and scalable approach to workplace learning using a blended methodology that combines online courses with in-person workshops and practical hands-on application. AMI has rolled out 70 programmes across 13 African countries and directly trained over 26,000 people, including hundreds working at investor-backed growth companies. In 2019, AMI was named one of the Companies to Inspire Africa by the London Stock Exchange Group.

Tags:  Africa  capacity development  east africa  emerging markets  Human Capital  impact investing  impact investment  investors  smes  social enterprise  social impact  talent  Training & Events 

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Pact Ventures Launches Revamped Impact Investment Group

Posted By Katie Hallaran, Pact, Monday, December 10, 2018

Pact is excited to announce the launch of its revamped social investment team – Pact Ventures. Pact Ventures believes that markets and private capital can be incentivized to accelerate Pact’s development programs. We structure innovative financing and market-based mechanisms to magnify Pact’s social impact.

Through technical experience in investment banking, private equity, strategy, and social entrepreneurship, we’re integrating private sector perspectives to create tri-sector solutions for complex development challenges by leveraging public, private, and social capital.

Leading with a clean sheet approach, Pact Ventures accesses a wide spectrum of innovative financial and investment vehicles to finance our projects, deliberately matching outcomes risk with financial return. We leverage our impact investments to shift our relationship from donor-beneficiary to provider-customer. In so doing, we tap into economic forces to create market mechanisms that listen and adapt to the voices of our beneficiaries (now customers) in new, empowering ways through:

Outcomes-based and shared value partnerships:

  • Market-based incentives for responsible and traceable sourcing of minerals and gems
  • Access to bottom of the pyramid (BoP) financial products for community-based savings and loans groups

Direct investments in promising social enterprises:

  • Investment in solar home system manufacturer targeting BoP consumers
  • Joint venture with alternative BoP credit scoring and digital distribution services

Innovative business and delivery models for impact:

  • Distribution of solar home system partners to bring renewable energy to Pact’s beneficiaries
  • Workforce development platform for skills-based training and job placement 

We’d love to explore opportunities to collaborate and invite anyone interested in learning more to reach out to Brian Vo at bvo@pactworld.org.

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Tags:  Access to Finance  energy  health  impact investing  innovative finance  social enterprise  social impact 

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The “Missing Middle” is More Complicated

Posted By Heather Soehn, Upaya Social Ventures, Tuesday, November 27, 2018
Updated: Tuesday, November 27, 2018

 

In our industry of impact investing, there has long been a lament that small and growing businesses (SGBs) are the “missing middle” of the space—these are the companies that are too large for microfinance funding and too small for traditional investors or even most impact investors. The Aspen Network of Development Entrepreneurs defines this space as companies seeking to raise between $20,000 and $2M US with between five and 250 employees.

The conversation has been going on for years, first defined with great clarity in the Monitor and Acumen Fund study, “From Blueprint to Scale” in 2012.  Upaya’s Sachi Shenoy picked up the issue of a “pioneering capital gap with Brian Arbogast in 2013 and then revisited it with our board member, Nathan Byrd, earlier this year. A common theme of all this investigation is that while the potential for impact can be huge in this space, investing here requires patience, capacity building and a lot of risk.

Upaya invests exactly in the “missing middle” and for years we have felt—If not completely alone—pretty lonely.  We invest to create jobs for the extreme poor, which gives us a very particular approach to enterprise selection. While there has been much discussion, there have not been dramatic shifts to address the gaps. Players are entering the space but there is still a $930 billion financing gap. What is going on?

“This Missing Middles,” a report commissioned by the newly-created Collaborative for Frontier Finance dissects this segment with much greater granularity than ever before. It has not been helpful to talk about a financing gap for these kinds of companies because “these” kinds of companies are quite diverse.  The report helpfully breaks them down into four groupings:

  • High Growth – Disruptive business models that could be tech-led, asset-light, growing at 66% in the CFF study.
  • Niche – Innovative products or services targeting niche markets
  • Dynamic Enterprises – “Bread and butter” businesses (trading, manufacturing, etc.) that have moderate growth and scale potential but significant livelihood impact
  • Livelihood Sustaining – Sustainable businesses that may have outgrown microenterprise and are supporting families with incremental growth

This report resonates with us so well because conversations with other seed stage or early stage impact investors sometimes remind us that “one of these things is not like the other.”

Upaya looks for companies that can be sustainable job-producers that return our investment, preferably with some upside. It’s not that we lack the ambition or focus of other early investors who are looking for “rocket ships” or “massive scale.” It’s that we know our market. The “Dynamic Enterprise” group is a very good description of many of the companies that we see and want to help reach 1,000+ sustainable jobs.

In what might be a surprise, the high growth ventures are generally on a trajectory to create fewer jobs due to their business model. So we wish them well, along with our colleagues who invest in them, but they’re less interesting to us unless there’s strong job creation. (As an aside, these are also the kinds of businesses that directly refute Mulago Foundation’s Kevin Starr’s post in the Stanford Social Innovation Review from August. The only key to poverty alleviation is not making sure that the companies that provide goods and services to the poor can scale; starting with a reliable job and income is a more direct assault on poverty, even if it comes in 1000-person increments.)

What this study does so well is explain why the “missing middle” has felt stuck for so long. It’s not that there’s not enough interest in funding these companies. It’s that we need to be more creative in our approach. There is no one financing solution for these different kinds of enterprises. So many impact-driven organizations, including Upaya, are making fairly straight-forward equity investments. In fact, the typical venture style equity investment doesn’t fit well with any of these groups. Even the high growth ventures, which account for only 1% of the segment, are likely to need longer time horizons than closed-ended funds provide.

Upaya had already started exploring what investment alternatives are available to us as a foreign investor in India, but this report gives us renewed energy. It also underscores that what we do really matters. There are not enough impact investors focusing on the “bread and butter” businesses that are the “backbone of local economies and are important sources of jobs for low- and moderate-skilled workers.”  Hopefully, with a better understanding of the environment we’re working in, investors can all be more successful in achieving our impact goals by better serving the entrepreneurs in our portfolios.

 

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This piece was written by Kate Cochran, CEO of Upaya Social Ventures and was originally posted on the Upaya Social Ventures blog.

Tags:  impact investing  Job Creation  missing middle  Pioneering Capital  Social entrepreneurship  social impact 

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Chipping Away at the MSME Financing Gap

Posted By Emma Marks, Small Scale Sustainable Infrastructure Development Fund, Monday, November 5, 2018

MSMEs are widely regarded to be among the primary drivers of economic development, employment, and innovation in emerging economies. However, a disproportionate number of MSMEs face challenges accessing the financial services they require to cover their day-to-day operations and scale into robust, sustainable businesses. Often, they have needs that exceed microfinance ceilings, and they cannot access financial services through banks or similar providers without established credit histories, well-documented business records, or sufficient collateral. Likewise, traditional banks tend to overlook potential MSME clients due to actual and perceived risks, transaction costs, and a general lack of familiarity with pro-poor business models.

The latest article from S3IDF advocates for tools like loan guarantees as a means to addressing the root causes of financial exclusion. By having “skin in the game,” banks and other financing institutions are more likely to engage seriously with the assessment process in a manner that will leave them better positioned to finance similar deals in the future and to extend other financial products and services to other MSME clients.

Tags:  access to finance  emerging markets  inclusive innovation  missing middle  social impact 

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Need Help Identifying Your Organization’s Legal Needs? Find Out About TrustLaw’s Legal Health Check for Social Enterprises.

Posted By Flavie Fuentes, Thomson Reuters Foundation, Friday, October 19, 2018
Updated: Friday, October 19, 2018

Who we are? TrustLaw is the Thomson Reuters Foundation’s global pro bono legal program, connecting the best law firms and corporate legal teams around the world with high-impact NGOs and social enterprises working to create social and environmental change. We help produce groundbreaking legal research and offer innovative training courses worldwide. We also provide a legal training for social enterprises and impact investing that focuses on legal issues and trends in the burgeoning social innovation sector, and provides lawyers with the skills and knowledge they need to advise clients. We have supported grassroots organizations to employ their first staff members, helped vulnerable women access loans to start their first businesses and brought renewable energy lighting to slums. We are the largest global pro bono network with almost 5,000 members across more than 175 countries. We work with hundreds of legal teams representing over 120,000 lawyers who generously provide free legal support to thousands of NGOs and social enterprises.

What is the Legal Health Check and How Does it Work? Every year, TrustLaw receives and reviews hundreds of legal questions from our NGO and social enterprise members around the world and connects these organizations to pro bono lawyers who provide free expert advice and assistance. Drawing on our experience, TrustLaw has developed a Legal Health Check to assist NGOS and social enterprises identify some of their operational legal needs. While it includes the questions most frequently asked by our members, it is not a complete list of legal issues. The Legal Health Check will help you identify legal matters that are relevant to your organization and issues that you might need help with. Take a look at the Legal Health Check for more information here.

Interested in Becoming a Member of TrustLaw? If you would like to apply to become a member of TrustLaw, you can complete our application form on our website at http://www.trust.org/trustlaw/ and make sure to tell us that you are also an ANDE member!

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Tags:  Access to Finance  ANDE Members  ANDE publication  Impact investing  Legal Working Group  Pro Bono  social enterprise  Social entrepreneurship  social impact 

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Survey: Gender-lens Investing in LAC

Posted By Daniela Moctezuma, Value for Women, Tuesday, October 16, 2018

Are you an investor or organization supporting SGBs actively in Latin America and the Caribbean (LAC)? Please take 15 minutes to fill out the Value for Women survey on Gender-lens Investing in LAC, financed by the ANDE Catalyst Fund that seeks to provide investors, SGBs, and other ANDE members with a clear landscape of how impact investors use and see gender in their work. The survey will also serve as a way to identify best practices so please fill out and share your work with us!


Please fill out the Spanish language survey here before 11:59pm (Mexico City, Central Standard Time) on November 5th.


In case the link above does not work please click here: https://www.surveymonkey.com/r/V4WANDE

 
 If you have any questions, please write to Luis Márquez (lmarquez@v4w.org) with a copy to Daniela Moctezuma (dmoctezuma@v4w.org).

Thank you!

Tags:  ANDE Members  entrepreneurship ecosystems  impact investing  impact investment  Latin America  social entrepreneurship  social impact 

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GroFin - Transforming SGBs in Africa & the Middle East

Posted By Shailen Neewoor, GroFin, Wednesday, June 13, 2018
Updated: Friday, June 15, 2018

Gain a deeper understanding of how GroFin, through its unique investment model in SGBs, is positively transforming small and growing businesses and the local communities they support. The inspiring success stories of its entrepreneurs exemplify the collaborative efforts of GroFin staff, investors, partners and clients. The 2017 GroFin Impact Report, Nomou Impact Report and Aspire Impact Report translates its faith in the power of the collective by asking the question “If not us, who? If not today, when? If not with our finance and support, how will these small businesses grow and succeed?”

2017 GroFin Impact Report

As at end 2017, GroFin has financed 675 small and growing businesses, supported 8,840 entrepreneurs, sustained a total of 86,190 jobs and touched the lives of 430,955 family members in the local communities across our 15 locations of operation in Africa and the Middle East. The report indicates that GroFin has made more investments in its priority sectors of education, healthcare, agribusiness, manufacturing and key services. Furthermore, GroFin invested US$ 60M in nearly 88 new small and growing businesses, with over 50% of the SMEs operating directly in our sectors of focus, sustaining 14,000 total jobs and supporting an additional 72,000 livelihoods. And to reinforce its value proposition of providing 'support beyond finance' the company introduced the GroFin STEP (Success through Effective Partnerships) Programme to support its SMEs and Entrepreneurs.

2017 Nomou Impact Report

The Nomou Programme is a regional initiative in MENA which was co-created by GroFin and Shell Foundation. As a result of the collaborative efforts of its investors, partners and clients, the Nomou programme is contributing to the alleviation of poverty and improvement of livelihoods in the communities where the programme operates, as well as striving to reduce the adverse impact of the humanitarian crisis in the region.

In 2017, the Nomou Programme supported 1,005 entrepreneurs, made investments into 103 SGBs, sustained a total of 10,287 jobs, touched the lives of 51,435 beneficiaries and added economic value of US$ 149 million per annum through its investee SMEs across Egypt, Jordan, Iraq and Oman.

2017 Aspire Impact Report

Since their inception in 2014, the Aspire Small Business Fund (ASBF) and the Aspire Growth Fund (AGF) have sought to promote local entrepreneurship, employment and economic value-add in the Niger Delta. With the Shell Petroleum Development Company of Nigeria Limited (SPDC) as anchor investor, the Aspire Enterprise Development Funds epitomise GroFin, a private development finance institution, and SPDC’s efforts to serve the local community with a combination of investment funds, business skills and market linkages.

In 2017 GroFin increased its commitment to supporting SMEs in the Niger Delta Region by investing in an additional 17 small and growing businesses and extending further funding of US$ 2.5M (140% increase from total amount invested as at end 2016). As at end of 2017, GroFin has supported 365 businesses, invested in 53 SMEs and sustained a total of 1,975 jobs under the Aspire Funds.

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Tags:  2017  A Access to Finance  Access to Finance  Africa  Agriculture  ANDE Africa  ANDE Members  Base of the Pyramid  Business  business training  capacity development  DGGF  East Africa  education  finance  impact  impact investing  impact investing; gender lens investing; gender; w  impact investment  impact measurement  innovation  Investors  Kenya  MENA  missing middle  Philanthropy; impact investing  Private sector development  Rwanda  SDGs  SGB  SGBs  SGBs; accelerators; East Africa  SGBs; Environment; accelerators; energy  SGBs; West Africa; Senegal; Africa; MENA; Entrepre  small and growing agrobusiness  smes  social impact  South Africa  sustainability  sustainable development  Tanzania  Training  Uganda  West Africa 

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Webinar: What Does ‘Impact’ Mean to You?

Posted By Mia Haughton, Vera Solutions, Tuesday, April 17, 2018

Live Webinar on Thursday, May 3rd at 10am (BST)

Every nonprofit is working towards making a positive change in some way, be it in the lives of individuals, our communities, or the world we live in. But how do you measure the impact of the good work you do?

Nonprofits who want to increase their mission’s reach need to define what success looks like to them so that they can measure it more effectively. Join us for a live panel discussion where three nonprofit trailblazers from different ends of the spectrum, each with their own unique insights and real-world experience on the topic, will answer the question: what does ‘impact’ mean to you?

Speakers:

Zak Kaufman, Co-Founder & CEO at Vera Solutions
Joanne Trotter, Global Lead, Results and Learning at the Aga Khan Foundation
Amanda Feldman, Director at The Impact Management Project

Don’t miss out, save your seat today >>>

 

Tags:  impact measurement  innovation  Performance Measurement  salesforce  social impact  webinar 

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