roger allen chairman allen & buckeridge an early stage venture capital company

Roger Allen

Chairman

Allen & Buckeridge

An Early Stage Venture Capital Company

Citizens with vision:

The Impact of Social Entrepreneurship

World Forum on Measuring and Fostering the Progress of Societies

Istanbul 27-30 June 2007


1. What do we mean by Social Entrepreneurship and Social Venture Capital?

Supporting the building of typically not-for-profit enterprises and following them through all stages of growth. Every enterprise we back has the full weight of our intellectual capital behind it, adding value and offering guidance through good times and bad.

Combining the experience of building early-stage companies and investing in enterprises where the return on capital is a social dividend outcome, focusing on delivering performance at every stage.


2. Differences between traditional philanthropy and Social Venture Capital

Traditional vs Social Venture Capital Low level of involvement High level of engagement

Passive Hyper active

No board seat Several board seats

Executive Director More like charity type of board

CEO More like corporate type of

board

Program funding Whole of enterprise funding

Short term funding Average < 1yr

Long term – milestone (5yrs +) Multiple rounds of funding

against performance milestone

Little or no funding for building management or enterprise infra-structure

Focus on building management team and organisation capacity:

- Governance

- Skills base

- Systems


Traditional vs Social Venture Capital Assumes tax deductibility Not necessarily tax deductible

“Commercial” business model leading to sustainability

More focus on inputs and throughputs

More focus on the measurement of outcomes

Partake in innovative and lateral thinking

Charity Investment

Grant Making Possible capital return Social dividend Leverage other contributions,

partnerships

2. Differences between traditional philanthropy and Social Venture Capital continued


3. Case Studies

1. Abbotsford Convent

2. Murdoch Children’s Research Institute Possum

3. Televentures

4. GetUp!

5. Inspire inspiring young people


Case Study: Abbotsford Convent (Melbourne, Australia)

Public Research

Expansion Development PublicMarkets

An ex-Convent site was rescued from major property development

Creation of a vibrant Arts, Hospitality and Education precinct with heavy community involvement

Creating a sustainable and accountable business model


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Operating Income

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

Financial Year

$

Operating Income 643 19,850 160,425 448,530 1,089,453 1,224,000

2003 2004 2005 2006 2007 2008

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Case Study: Murdoch Children’s Research Institute (Melbourne, Australia) Possum

Public Research

Early Stage


Launched in 1987. Web version launched in 2006

Turning pro-bono consulting into a world leading medical product

Dissemination of critical medical knowledge worldwide

Creation of a sustainable business model

500 centres in 50 countries / 3000 syndromes and 50,000 images

POSSUM is a computer-based system that helps clinicians to diagnose syndromes in their patients.

The POSSUM team is lead by Professor Agnes Bankier at The Murdoch Children’s Research Institute, Melbourne. It contains information on more than 3000 syndromes, including multiple malformation chromosomal and metabolic conditions and skeletal dysplasias. The comprehensive media base includes x-rays, diagrams and histopathology slides.


Case Study: Televentures (Sydney, Australia)

Public Research

Early Stage


Creating employment for unemployed people with disabilities

Overcoming prejudices in the workplace

Real business versus noblesse oblige mindset


Case Study: GetUp! (Sydney, Australia)

Public Research

Early Stage


The Early Stage Funding Gap

Using the latest online tools to empower grassroots participation in the democratic process

Creating new independent political movement to help build a progressive Australia

Seed capital and a sustainable business model


David Hicks Campaign


RU-486 Campaign


Vision To improve mental health and well-being of young people globally

Mission By combining the power of technology with the direct involvement of young people, we create opportunities for young people to change their world!

Objective 1

Help young people get through tough times

Objective 2

Help young people take action on important community issues

Objective 3

Improve mental health for under-served youth

Case Study: Inspire inspiring young people (Sydney, Australia)

Reach Out Act Now Bean Bag


Why do we need Reach Out ?- In the average Year 12 classroom, 7 young people have mental health

difficulties- Only 2 seek professional help – 5 don’t- At least 1 young person attempts suicide (Sawyer et al, 2000)

Reach Out can get to young people that traditional services could never access before

- Since Reach Out’s launch in 1998 youth suicide rates have dropped 46% (ABS 2005) don’t know how much the program actually contributed to the decline but believe it is significant

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How do we know it’s effective?

Access to Reach Out! 1998-2007

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

1998-1999 1999-2000 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007

No.

of u

ser

sess

ions

Total visitors to end May 2007

5.7 Million

May 2007

273,500 users

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roger allen chairman allen & buckeridge an early stage venture capital company

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