Posts Tagged ‘impact investing’

SOCAP13 Session Recap: What’s Next: Evidence-Based Practice, Impact Investing, & Pay for Success Collide

September 4th, 2013

 

This session was focused on covering three trends: big data, impact investing, and pay-for-success tools (e.g. impact bonds). The panelists provided insights related to these innovations, but also provided some interesting pitfalls and things for the audience to consider moving forward. The following three insights are three pitfalls to big data, as shared by Victoria Vrana.

Food for thought from this session:

  1. Even with lots of data we run the risk of it adding up to nothing. We must focus on insight – making connections between islands of data. There is also a need for infrastructure leadership and for all users in mind.
  2. Data can lead us to the wrong insights. This can either happen when you have the wrong people collecting and/or analyzing the data or when there are clear disincentives for accurate sharing of data between organizations.
  3. Lastly, we can put too much emphasis on data. This is less of an issue than the previous two, however it could result in programs that work not being funded. It can also lead to only focusing on what we can measure.
  4. Special Post from SOCAP13 Volunteer Nikita T. Mitchell

Shrimp and Sea Cucumber Farms Offer Models for Aquaculture Investments

August 9th, 2013

From shrimp in Mexico to sea cucumbers in Madagascar, pioneering NGOs are testing new approaches to open ocean aquaculture that emphasize environmental stewardship and increasing local wealth — and lay the foundation for financially investable models.

In the Gulf of California, Olazul, or “blue wave,” is prototyping small-scale, pod-like shrimp farming enclosures to grow local shrimp species on native feeds, like seaweed. That addresses some of the main causes of environmental degradation associated with aquaculture: introduction of non-native species (which can escape and compete with or pass diseases to native populations), the use of forage fish in pellet feed, and the effluent from intensive-feeding.

In Madagascar, Blue Ventures has partnered with a local company to expand the use of patented sea cucumber hatchery technologies developed by universities and foundations. Blue Ventures trains coastal Malagasy community ventures — largely run by women — to buy juvenile cucumbers, farm them to a size of 40 cm or larger, and then sell them back for processing and export.

Such organizations are “hacking” aquaculture systems to redesign them for the poor, Olazul’s executive director, Beau Perry, said at an early July kickoff event for 2013 SOCAP: Oceans at the HUB in San Francisco. “Fishing communities need livelihoods to escape the [natural] resources death spiral.”

Their new model is “community-based aquaculture” — low-impact, open-ocean aquaculture projects, developed with local ecosystems and communities in mind. It is intended to help poor fishing communities develop viable livelihood alternatives for themselves, in the face of the uncertainties and environmental perils of fishing marine resources that are under increasing pressure.

Both organizations focus on animals low on the food chain, with high demand in the global marketplace. Harnessing their social capital in local communities, both Olazul and Blue Ventures act as third-party “R&D departments,” technical assistants, and brokers to help develop social and environmentally-responsible farming ventures.

Raising Low-Impact Shrimp and Livelihoods in Mexico

Shrimp is among the most popular seafoods in the U.S., but most of the supply comes from unsustainable wild harvest or aquaculture methods.

Olazul’s pilot shrimp pod project last year near La Paz in Baja California Sur grew native brown shrimp in submerged, open ocean water cages. Inside the cages, Olazul’s team cultivated mini-ecosystems of microalgae and seaweed which attracted small sea creatures (such as amphipods) and provided the shrimp with a regular diet. The shrimp refuse was less in volume and less nitrogen-heavy (a big source of damaging pollution) than conventional shrimp farming.

La Paz chefs have reported that Olazul’s shrimp look and taste better than conventionally-farmed shrimp. Olazul believes that their shrimp contain high amounts of fatty-acids and anti-oxidants as a result of their diet, and is currently raising money to test that assertion.

Olazul’s community-centric approach is key for buy-in, innovative contributions from local practitioners, and sustainability of projects, said Jos Hill, Olazul’s Director of Asia Pacific Programs. “We’ll fly in the experts to get their ideas. But then, we want to ask local fishermen to see what they think is possible and gain their involvement in shaping the projects…We want to incentivize them to protect their own resources…”

Olazul is currently exploring similar prototypes for small aquarium fish in Indonesia. The organization eventually hopes to develop a for-profit business model that addresses the needs of these small-scale farmers, through product aggregation, certification, or umbrella services like insurance.

“The important thing is to get the [farming] model right,” Hill said. “Traditional aquaculture rushes to profitability at the expense of the environment and without regard to local communities. We’ll come up with profitable business models down the line, once the R&D is done.”

Farming Sea Cucumbers in Malagasy Villages

Blue Ventures’ project builds on research by the Universities of Brussels and Mons, in a partnership with the Malagasy University of Toliara’s Institute of Fisheries and Marine Science, which have developed a patented method of sea cucumber hatchery reproduction.

In 2009, these universities worked with a couple of local Malagasy entrepreneurs to develop a pilot sea cucumber-production business named Madagascar Holothurie SA (MHSA).

To increase the social impact of their business model and increase production capability, MHSA partnered with Blue Ventures, which identifies suitable farming locations and trains coastal Malagasy communities to raise sea cucumber juveniles from MHSA’s hatchery. Based on the success of the model and the potential for positive social and environmental impact, MHSA’s entrepreneurs secured funding from a French venture capital fund Investisseurs & Partenaires (I&P) and the Netherlands’ Private Sector Investment program—in addition to bank loans and personal capital—to launch a larger commercial sea-cucumber farming venture named Indian Ocean Trepang (IOT).

Demand for sea cucumbers in Asia, where the delicacy is believed to have medicinal qualities, means the product can retail for hundreds, even thousands of dollars per kilogram. I&P was also attracted by the 150 jobs the new business will create in the Malagasy factory headquarters alone—not including the jobs created in the local villages Blue Ventures works with, said Elodie Nocquet, an I&P Financial and Environmental Social and Governance officer. She added that IOT’s business plan does not tax existing environmental resources and even contributes to the repopulation of sea cucumbers in the wild.

I&P is taking a long view with its combined equity-loan investment of €600,000 (just under $800,000) of the €2 Million (approximately $2.66 Million) project. The fund plans to sell their equity to the Malagasy entrepreneurs after a flexible term of investment. The exit is anticipated to be between 2017 and 2019, depending on the business’ progress.

Meanwhile, the universities and Blue Ventures are piloting red seaweed farming for the production of carageenan, which is used widely for texturing in the food and cosmetic industries.

The village farms Blue Ventures works with are not quite breaking even, but they’re on track to achieve profitability within at least four years, says Blue Ventures’ Mariculture Development Coordinator Antoine Rougier.

As an NGO, Blue Ventures is interested in helping the poorest and most remote communities, which is more risky and initially capital-intensive. Once a community demonstrates sufficient ecological-support and management capabilities, Blue Ventures can help negotiate terms and deals between the small farmers and the commercial ventures.

“The goal of these programs is to increase wealth for these impoverished communities,” says Rougier. “We don’t want these programs to collapse after 3-4 years and we don’t want to become a seafood processor, exporter. This is a symbiotic relationship between ventures, our non-profit, and the communities we work with.”

(This article is part of a series on Oceans and Sustainable Fisheries, in association with SOCAP 13, the Social Capital Markets conference in San Francisco, Sept. 3-6.)

 

 

Oceans: Open For Business - August 28 at 6pm

August 9th, 2013

Alloysius Attah, Founder and CEO, Farmerline
Kevin Jones, Founder, Good Capital; Convener, SOCAP
Monica Jain, Founder, Fish 2.0; Executive Director, Manta Consulting
Jeff Leifer, CEO, Circadian Media Lab – Moderator

Science and policy are not the only tools to improve ocean sustainability – entrepreneurs and investors are coming together to fashion solutions that empower coastal communities and preserve biodiversity. Using the SOCAP model of impact investing, these opportunities will be brought to life through a Ghanaian tech entrepreneur working with tilapia farmers, as well as the investor perspective which provides a framework for evaluating these complex market-based approaches to sustainability.

MLF: Business & Leadership
Location: SF Club Office
Time: 5:30 p.m. networking reception, 6 p.m. program
Cost: $20 non-members, $8 members, students free (with valid ID)
Program Organizer: Kevin O’Malley
Also know: Sponsored by Ernst & Young and the Gordon and Betty Moore Foundation

Learn more and Register Here!

Selling Justice like Gatorade, as a Performance Enhancer

May 28th, 2013

(Preface: This article is a critique of a status quo that I fit into. Thus, in many ways, it is a critique of myself and my own thinking patterns. I am writing this somewhat from the perspective that is biased, that has blind spots, that is prejudiced. In this article I am not attempting to avoid these prejudices as this would only be denial, and denial doesn’t solve the problem. So, all you politically correct people out there, take your guard down. I am going into the psyche that has created the problem…)

(Also, this article is a freeform follow-up to last month’s article Getting Real with the Gender Lens).

As I’ve come to see it, ever since I learned how quotas fit in historically, I think it’s like this: you can push ceilings all you want, and show why things should change, … and then you just have to break those ceilings with something like a quota. People in power don’t just give it up after thinking about it when you explain it to them. Or so says Dr. King, as I read him. This subject has got to be sort of like that, I think.

And I don’t think guys are resisting out of an unwillingness; it’s more of a blind, comfortable, leather-recliner-chair-and-a-beer kind of bias; we just get focused on the game we are playing the way we play it. This is a hard thing for most guys to get their heads around, at first. It’s hard to see that it’s a real problem and that just consciously thinking better-feeling thoughts, or having better attitudes sort of makes things change. In fact, the selection process is skewed in ways we are blind to and we well-meaning white boys just don’t seem to see it. So, if I were in their shoes I’d be thinking “I’m going to do it right,” as most of the guys choosing entrepreneurs did in those accelerators. They probably all thought they were unbiased modern men, just being logical and going with the facts.

The results say that we – I – have a bias that is leading to lower portfolio company performance in our selection criteria; a bias we can’t see. As a matter of fiduciary responsibility, we then just need to set in place a quota to make sure we are selecting the highest performing group whose value we – guys and the people on these selection committees, some of whom are women – can’t clearly see. We need to do this through an artificially instituted changing of the selection criteria; in order to do what the data says to do but that we don’t seem to be able to do on our own. This is a crutch to help guys achieve better portfolio performance, a guide for a blind man. Guys are built for comfort. Changing big rules like this can be worse than going shopping with your wife or girlfriend.

After that point, we are looking to lateral relational value, with vendors, customers, employees, and the community, which I write about on our site; for the areas where we think we will find that extra financial value.

I think that a series of global Google hangouts, phased up to SOCAP13, along with maybe some physical meetings at our HUBs would accelerate this idea. The HUBs around the world could get involved, maybe. This is a seriously challenging idea to some of us guys. The former head of the Santa Fe Institute contacted me to explain how unjust this was, how unfair, possibly illegal. I told him male privilege was not enshrined into law, just country club rules. That, I am told, is my message in this mix; a guy can say that line while a woman can not.

So I say that line, then talk about what the numbers say, then explain my action as I scope out the next fund I’m going to be involved in, and offer this quota as a possible piece of impact investing infrastructures to others doing early stage funds. Only use this tool if you want to beat the other boys, is the way we might play it for them. Listen guys, using the quota is like taking a performance enhancing substance, like steroids. … Except it’s not destructive like steroids.

Compare the financial performance of funds that used it against those that didn’t. Gender lens quotas: a tool for winners. Be the best fund manager you can be. Use a gender lens quota. Sell justice like Gatorade. It could spawn to have its own line of deodorants and personal care items. Yes, I am wearing True Justice, the quota cologne. How do you like it?

When you design the system correctly, justice is just a positive externality.

I’m finding other parts of our selection process to be flawed, too; in what we look at from the standpoint of company performance, seeing the enterprise as an island rather than situated in a community. Looking at relational value, as the SOCAP Open entry suggests, is an attempt to design something new into the criteria; new places to check under the hood, new methods to refine the site on your hunting rifle, a new way to sharpen your warrior blade. We will be looking for the bonus in places most funders don’t look, in feedback loops that create financial value through trusted, mutually-value-creating relationships. And I think that approach will outperform what the existing research shows. I think we will be above baseline, that this approach will outperform its peers.

The data says this is the path to higher performing fund portfolios. There are, of course, other reasons to do this. But it’s interesting you can argue from that perspective. I am not suggesting that higher financial performance is my reason for doing this. But when I saw the data I saw this as a lever to change some things, which I am interested in. I’m not sure if its moral strength as a quota is weakened or strengthened by the fact that it is eminently practical and should lead to investors making more money; enriching the already rich, unless we change the dynamics around that in this fund.

Scoping Out the Operating System for the Good Economy

May 23rd, 2013

What part of the operating system for the good economy is already in software? What apps could be integrated for good effect, to build out the pieces of the systemic change we need in order to create a world in which my grandkids can thrive?

We’ve got a Frontier Market Scouts intern out of the Monterey Institute of International Studies who is looking at just that question. We hope to have some answers, and a map of the existing online operating system, as well as the gaps and tools needed for the Good Economy OS by the time we get to SOCAP13 in early September.

The map will be a guide to the online and mobile portion of a much larger project: the Biocultural Resilience Tool.

We’re going to explore using Farmerline as the messaging backbone for the Biocultural Resilience Tool. For Alloysius Attah – the Farmerline tech entrepreneur from a Ghanaian farming family – and his team, this experiment is an opportunity to enter new markets and potentially scale quickly. Read some of his take on the tool.

Farmerline is a mobile management and market advisory tool initially built by Attah and his team to help the mostly women Tilapia farmers know which markets have better prices. It also now gives them usable nuggets of information that help them reduce shrinkage: fish dying or losing weight as they are carried live, in vats, to market in the way aquaculture farmers do all over the world.

From their website: “Our motivation is to contribute to system wide change in the agricultural sector across Africa where smallholder farmers are empowered through technology to adopt new and improved ways of farming in order to increase yield and profit.”

Alloysius and I are going to do a joint blogging series as we explore this partnership, documenting how it’s working for both of us. It’s a pretty interesting partnership: a young African tech entrepreneur providing the baseline technology, with an older space convener from the U.S. with a platform that could widen his opportunities. We will try to be sensitive and responsive to all the power and cultural dynamics as we work on the project together.

What Farmerline has going for it is that it helps people do their jobs, save money, and even make more money. So people like it. In building our Biocultural Resilience Tool – which will debut at SOCAP13 as part of our Oceans theme – we also want to measure impact, and create a due diligence tool for impact investors. But we think any reporting tools needs to emerge from a management tool that helps people do their jobs.

Here’s why: Most impact reporting tools are heavy with friction-filled surveys and such that are designed by funders to keep track of where their money goes and what it does. They are imposed from without and sometimes add little or no value to the entrepreneur, or even sometimes get enterprise off track in order to feed the data need of the funder, whether it’s an impact investor or a foundation.

Funders seldom pay their grantees or investees the extra cost of compiling and reporting on their impact. It’s often an additive cost, imposed from above, without additional value. So, the dirty secret is that few for-profit social enterprises do it very much. Too often, reporting to funders doesn’t help you do your job or accomplish your mission. They are just demands from the funder commonly exercising their interpretation of fiduciary responsibility to track preconceived expected results and accounting, and increasingly with a theory to prove. Donors have no real incentive with which to ask their investees to increase their costs for no real value. But reporting is still important.

So, in building the Biocultural Resilience Tool we have a desire to start the other way. We want to thrill the entrepreneur and satisfy the funder with valuable information that informs decision making. So, we are moving outward from a management tool that helps people do their jobs and helps the business make more money. Then, we want to find a way to add in the essential reporting, that does help an enterprise use metrics, as a guide to successfully make sure they are achieving their social and environmental objectives. We want to do all this while also baking in mission insurance to have an answer to what I call “the Ben and Jerry’s problem,”* looking at what happens to the mission when the visionary founders sell the business.

*(In the case of Ben and Jerry’s, selling meant selling out. Read more.)

What is this tool? Its goal is simple: to enable more indigenous people to hang onto their lands and also enhance their livelihoods; to make life better for people and planet in places of high biodiversity and cultural diversity. Those places have an increased significance elsewhere as our global climate changes; one reason is that they are our storehouse of all the other kinds of grains and vegetables we will need as climate changes around the world. The tool offers a way to demonstrate a business case for investors and entrepreneurs, showcasing how to profit while also building long-term value through taking care of people and planet. Along the way, social and environmental impact is monitored and communicated in ways that add value for entrepreneurs, the people and places they rely on, and the investors that join them.

How will it do that? It will enable planet-focused investors and funders to co-invest or add social investing to what they are already doing. Talking to one of our target customer groups – national park and UNESCO Biosphere Reserve managers – this simple sentence gets them deeply interested: “It’s a tool to help you enhance the livelihoods of people who live around your parks or reserves so that there will be less poaching.”

Working with Attah, we are looking for mobile reporting apps that could integrate with Farmerline, and we are introducing him to friends at companies like LaborVoices, a HUB Ventures, alum that recently got a contract to install their mobile app in 300 Wal-Mart suppliers in Bangalore, India to make sure workers can tell the world about the conditions in which they make our clothes.

Our Frontier Market Scout is also going to look at Indigenous Designs’ Fair Trace Tool and at the mobile poverty metrics tool (Progress out of Poverty Index) from the Grameen Foundation. With an entrepreneur-centric focus, one guiding design principle goal will be to make sure the tools are lightweight, not cumbersome, and can integrate well with the enterprise accomplishing its core mission. We want to help the enterprises achieve economic viability and create what Charly Kleissner calls holistic sustainability: a positive social and environmental impact, accounting for or at least tracking externalities and unintended consequences.

We will also be looking at previous efforts like the Social Entrepreneur API from Social Actions, which has done great foundational work, as well as at the Artha collaborative due diligence platform. Artha’s platform is focused exclusively on India and creates collaborative design for lowering transaction costs of investments appraisal on smaller scale SME deal flow in emerging markets. Artha is currently running a Venture Challenge in India using a ‘matched funds’ approach to help serve as a catalyst for peer impact investors.

This is just the initial story of how Alloysius and our team will work together; we will be delivering progress reports, as well as hosting Google Hangouts, as we move along on this and all the other parts of the Biocultural Resilience Tool. I think it’s going to be really interesting.