YOUR VIEWS BIG SOCIETY CAPITAL: STAKEHOLDER SURVEY REPORT. August 2016

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1 YOUR VIEWS BIG SOCIETY CAPITAL: STAKEHOLDER SURVEY REPORT August 2016

2 FOREWORD Cliff Prior, Chief Executive Big Society Capital has reached its fourth birthday. It has already lived through a long gestation since the Social Investment Taskforce at the turn of the millennium, a high profile birth, the initial year or two of building up the capacity to act, and now reaching with our co-investors over 770m committed, of which over 270m has already been deployed, to around 300 frontline social organisations via 50 wholesale investments. It s time to take stock. We engaged sector specialists Matter&Co to conduct a wide ranging survey, guaranteeing anonymity of views to get the honest reactions of charities and social enterprises, social investors, co-investors and more. Matter&Co used both online and person-to-person surveys, giving both breadth and depth. There were four key objectives for the survey: To understand how we might improve our work To identify where we should improve understanding of what we do To inform our future strategic direction And to establish a baseline of perceptions so that we can see whether we improve over time We are deeply grateful for the time and thoughtful responses from over 200 people who contributed to the survey. The results tell us some positives, and also set some challenges. It s good to hear that 96% were aware of our existence, and nearly 80% felt they had 2

3 a good understanding of social investment. Around 70% say our impact has been positive or very positive. Respondents praised the achievements, both investment and market development. This is significantly more positive than we expected, given the early stage of our development, the challenges of the wholesale role, and the difficult balance between drawing in co-investment to build the market and deploying funds on terms acceptable to cashstrapped charities and social enterprises. But we have a lot of work to do. Opinion is split on our progress and pace. We are too often seen as institutional, risk averse, too expensive, and too influenced by commercial investment backgrounds. Most worrying, it is the charities and social enterprises which are least positive. In particular, they are dissatisfied with our progress in bringing more capital investment to them at the core of our mission. Meanwhile our intermediaries, the retail social investors, feel we could do more to help them become robust. These are powerful findings, with the numbers backed up by detailed and eloquent quotes. Our job is now to work quickly on the most immediate points raised, and to research and analyse what can be improved on the more complex areas, as part of a wider strategy review around the turn of the year. Some of the areas for improvement may hit rules and regulatory limits in the mandate set for us, and we may need to communicate some of the constraints in better ways. But that will not stop us from tackling each of the issues within our control. This is a learning organisation, and I am constantly aware of the hunger that everyone in the team, staff and Board, have for improving our work and achieving our mission to build a social investment market that works for you. Thank you once again for your time and for your frank and constructive praise and challenge. 3

4 INTRODUCTION Big Society Capital was launched in 2012 with a remit to create a thriving social investment market in the UK. Using 400m of the public s money that was lying unused in dormant bank accounts, alongside another 200m from four of the big high street banks, its ambition was to make it easier for charities and social enterprises to access finance and support to help them tackle some of society s toughest challenges. Earlier this year, new CEO Cliff Prior commissioned an independent survey to gather views on Big Society Capital s progress in realising this ambition, take stock and help set future priorities. The survey was open to everyone, and garnered feedback from a wide range of individuals and organisations. In the foreword to this document, Cliff Prior explains the aims of the exercise and outlines some next steps. The rest of the document summarises the key findings from the survey, with some reflections from the researchers to conclude. They have been very supportive and have supported us in investment, but also have been champions for us. We have big dreams, we want to do loads more but there are a lot of obstacles. 4

5 How the survey was designed Big Society Capital commissioned Matter&Co, a specialist marketing and communications company, to design and run the stakeholder research. Matter&Co designed a two-pronged approach consisting of: 1. An online questionnaire, open to everyone and sent out through key channels across the charity, social enterprise, intermediary and investment sectors. This also included sector networks/membership bodies, government representatives, think tanks and mainstream finance organisations. 2. A more extensive questionnaire used in a series of in-depth interviews with key stakeholder representatives. The survey questions were both quantitative and qualitative, so that we could carry out statistical analysis and also draw out important themes and comments. The surveys were confidential, unless respondents wished to reveal their names. A total of 215 stakeholders responded to the online survey, while in-depth interviews were conducted with 51 representatives from the core stakeholder groups, most of whom also completed the online questionnaire. Questions were split across four broad themes: Understanding of social investment Understanding of Big Society Capital Experience of Big Society Capital Future aspirations for Big Society Capital Below, we provide a summary of who we spoke to and what they told us first, with key findings from the online survey (Part 1) and then from the in-depth interviews (Part 2). 5

6 Who did we speak to? Respondents were comprised of the following stakeholder groups: Charity or social enterprise Social investment intermediary Foundation Corporate Financial Institution Public Sector Central government Network or membership body Think tank Consultancy Other Three-fifths of the 215 organisations who answered the online survey told us what kind of organisation they were from. They were represented as follows: charity or social enterprise (30.2%); social investment intermediary (23.3%); foundation (10.1%); consultancy (9.3%); financial institution (7.0%); network or membership body (4.7%); public sector (3.1%); central government (3.1%); think tank (3.1%); corporate (1.6%). 6

7 What role did our respondents have in their organisations? Just over half of respondents identified their position as CEO, MD or founder (52.7%). They really do try to be helpful. They ask How can we help? and that s really great. I just think they are victims of their own setup. The legal documentation required is soul destroying businesses need to act at speed. 7

8 What we found PART 1: ONLINE SURVEY Some key findings: Nearly 80% of respondents had a good or excellent understanding of social investment, including 82% of charities and social enterprises. 96% were aware of Big Society Capital before the survey. Most understood the organisation s vision and aims and were aware or partly aware of the rules it operated under. But 4 out of 10 charities and social enterprises said they only partly understood BSC s vision and aims, and 1 out of 10 said they did not understand them. Nearly 70% said BSC s impact had been either positive or very positive. 46% of respondents felt that BSC s progress in developing social investment had been good or excellent, with 39% saying progress had been fair and 14% saying it had been poor or terrible. 57% of respondents rated BSC s overall performance as positive (scoring 6 or more out of 10), compared with 32% two years ago. Among charities and social enterprises, opinion was split: 45% gave a score of 6-10 and 45% a score of 1-5. Charities and social enterprises were least positive about BSC s success in bringing them more capital, with only 26% rating their performance at 6 or more out of 10. Understanding of social investment 8

9 More than three quarters of respondents (79.5%) described their understanding of social investment as excellent (42.8%) or good (36.7%), including 82% of charities and social enterprises and 96.7% of social investment intermediaries. A small number of charities or social enterprises (5.2%) reported a poor (2.6%) or non-existent (2.6%) understanding of social investment. Understanding of Big Society Capital s vision and aims Most respondents indicated they understood Big Society Capital s vision and aims (92.0%; 59.9% said yes, 32.1% said partially). Social investment intermediaries were the respondent group that seemed to best understand BSC s vision and aims (76.7% said yes), but over half of charities and social enterprises indicated that they either did not, or that they only partially understood (52.7%: 39.5% said partially, 13.2% said no). 9

10 Respondents remarked on BSC s success in raising the profile of social investment, championing Social Investment Tax Relief, and its ability to get money out of the door. In almost every area that was explored in the survey, BSC was judged to have improved its performance in the past two years. This included raising awareness of social investment with key groups, including charities and social enterprises, and financial institutions, although its performance in raising awareness with everyday investors was still rated low (23% scored performance on this at 6 or above). Two other areas that were rated poorly were BSC s performance in balancing speed and care in investment decisions (27% rated a score of 6 or above), and supporting intermediaries to become financially robust (30% rated a score of 6 or above). Big Society Capital s impact so far Over two thirds of respondents (69.8%) felt that Big Society Capital s impact had been either positive or very positive (61.6% said positive and 8.2% very positive). Nearly a quarter (23.3%) felt that Big Society Capital s impact had been neither positive nor negative. Over three quarters (80%) of social investment intermediaries indicated either a very positive or positive impact (80%: 10% said very positive, 70% said positive). Over 10% of charities or social enterprises indicated a negative (2.6%) or very negative (7.9%) impact. Is BSC too London-centric? It needs to get out into the provinces more especially in the North! 10

11 Making friends Building the market Frontline knowledge In general, BSC s relationships with stakeholders were rated as good. Intermediaries were judged by all respondents to have the most positive relationships with BSC and 67% of intermediaries themselves thought their own relationships with BSC were good or excellent. Respondents opinions about relationships with charities and social enterprises were split 51% thought the relationship with this sector was good or excellent but 47% thought it was poor or very bad. Charities and social enterprises themselves were also split, with 55% saying that relationships were good but 42% saying they were poor or very bad. Despite many people responding positively to the work of Big Society Capital, the biggest issue for many was that BSC had been less successful in developing the market infrastructure to enable frontline organisations to access capital. Price of capital was a particular issue, with most respondents commenting on a lack of affordable finance. Respondents remarked that BSC insisted on market terms and pricing in a market that cannot afford such terms, which had a detrimental effect on the sustainability of the intermediary market. Several respondents also thought BSC had failed to attract new investment into the sector. BSC s policy is not helping to improve the sustainability of the intermediary market quite to the contrary. Such investment, while certainly adding to scale, comes at a price that perpetuates the marginal profitability (or unprofitability) of the SIFI sector. Another general theme that emerged was that BSC and its team did not have a good enough understanding or experience of the needs of frontline organisations or entrepreneurs, and that this might be a reason for some misalignment with what the sector needed. There is a lack of talent with entrepreneurial background (too heavy on recruiting from banks, etc). There is too much focus on delivering on the supply side, rather than on the real demands of the sector. There is a failure to get products into the market place that entrepreneurs with businesses or organisations creating positive social impact are actually demanding or need. 11

12 Making progress Just under half of respondents (46.6%) felt that Big Society Capital s progress in developing social investment had been good or excellent (41.1% said good, 5.5% said excellent). Over half of social investment intermediaries felt that progress had been excellent or good (63.4%: 6.7% said excellent, 56.7% said good), and just under half of other listed organisations (49.2%: 5.1% said excellent, 44.1% said good). One fifth of charities and social enterprises (20.1%) felt that progress has been either poor (10.5%) or terrible (10.5%). 12

13 Political affiliation Half of respondents felt that Big Society Capital was not politically affiliated (50.0%). However, of those who felt there was political affiliation, most felt this was with the right (24.7%) with 11% saying the affiliation was with the centre and just 0.7% saying the organisation was affiliated to the left. 13

14 Top 10 words or phrases Future priorities The top 10 words chosen from a pre-written list to describe BSC were: 1. Social investment champion (68.5%) 2. Institutional (50.7%) 3. Risk averse (39.0%) Looking to the future, almost all respondents (93.4%) felt Big Society Capital s role was extremely important or important in the success of the UK social investment market. On a local level, more than half of respondents When asked to choose between two statements (see overleaf) designed to explore the trade-offs between attracting more matchfunding/growing the social investment market or offering cheaper finance to charities and social enterprise, opinion was split. 4. Rigorous (38.4%) 5. City Boys (37.0%) 6. Expensive (36.3%) 7. Collaborative (34.9%) 8. Pioneering (33.6%) 9. Confusing (25.3%) 10.Respectful (24.7%) Positive words that were not on the list but volunteered by respondents included: (58%) felt Big Society Capital had an important or extremely important role to play in the success of their own organisations. More than half also thought Big Society Capital s role was important or extremely important for the success of the global social investment market. Bringing more capital to charities and social More respondents chose the second option (43%) than the first (36%) but a fifth did not know (21%). innovative, proactive, committed, open to enterprises was considered the most important feedback, talented, honest, supportive. priority, followed by growing the market in the UK, communicating clearly, increasing the More negative word associations included: supply of affordable capital and balancing insincere, needy, investor biased, rigid, speed and care in investment decisions. exclusive, out of touch, London-centric. 14

15 Statement 1: Big Society Capital should concentrate on ensuring match funding alongside its own to develop a larger growing market for social investment with multiple sources and not crowd out existing players. Even though this may in the short term result in a lesser appetite for loss/innovation and more expensive finance for social ventures. Statement 2: Big Society Capital should focus on deploying its core funds to give more support to charities and social enterprises, and cheaper money to social investment intermediaries, even if this crowds out other investors and results in a smaller market with potentially reducing amounts of capital available to social ventures over time. 15

16 PART 2: IN-DEPTH INTERVIEWS The in-depth interviews offered the chance to draw out some more nuanced findings and opinions about Big Society Capital s performance and approach. They included additional questions around relationships and expertise, the Big Society Capital investment process and co-investing. In particular, we looked at the relationships that Big Society Capital had formed with different stakeholders and how these had improved. We asked organisations how well they thought BSC understood them, and how easy (or not) it had been to get BSC s support (financial and otherwise). Relationships 7 out of 10 of those interviewed rated their relationship with BSC as good or excellent (44% said good, 26% said excellent), and almost all said relationships had improved (47%) or stayed the same (45%). Intermediaries reported the most improved relationships (58% said their relationship had got better) but 73% of charities and social enterprises said the relationship had stayed the same (55%) or got worse (18%). The in-depth interviews were conducted with representatives from the following core stakeholder groups: Intermediaries; Finance sector; Network bodies; Foundations; Commentators and challengers; Media; Frontline social ventures; Civil servants 16

17 There is a massive lack of understanding in the charity sector about what social investment is and how it can benefit different kinds of charities. As far as I can see there have been no proactive attempts to reach out to charities to try to explain. Awareness of stakeholder needs Almost half of respondents felt that Big Society Capital was quite aware of their needs and how they operated (46.9%). Almost a third felt it was highly aware (30.6%). However, no charities or social enterprises reported that BSC was highly aware of how they operated - although 90% felt that BSC was quite aware. One third of social investment intermediaries felt that BSC was not very aware of their needs (33%). How aware is Big Society Capital of your needs and how you operate? 17

18 Over a third of social investment intermediaries (41.7%) and other listed organisations (33.3%) feel that BSC is highly aware of their needs and how they operate. No charities or social enterprises reported that BSC was highly aware of how they operated, but 90% felt that it was quite aware. One third of social investment intermediaries feel that BSC was not very aware of their needs (33.3%), closely followed by other listed organisations, where just over one fifth of respondents felt that BSC was either not very aware or not at all aware(22.3%: 16.6% said not very aware, 5.6% said not at all aware). We have big dreams, we want to do loads more but there are a lot of obstacles. Getting finance Of those people interviewed whose organisations had received funding from BSC, almost two-thirds scored the process at 5 or lower out of 10, indicating they had experienced some difficulties. Most respondents (87.5%) felt the social investment they received met their needs and delivered against their expectations. Those who didn t said there were too many obstacles to success and issues with scale. When asked about the one thing that Big Society Capital could do to help them take opportunities around social investment, almost three quarters of respondents (71.4%) indicated it would be to work with them to help develop new investment tools. Be more diverse in your investments and get rid of so many old white men. It s so last century. 18

19 A SNAPSHOT OF STAKEHOLDER VIEWS Views of frontline charities and social enterprises Feedback from frontline organisations during the interviews paints a positive picture of the relationship with BSC. The approachability, professionalism and openness of the Big Society Capital team were noted by several interviewees, as was the organisation s positive influence on growing the market and on how social investment can be used. Issues highlighted as less helpful included the expense of finance, being hamstrung by government, confusion about the BSC board and governance structure, and the need to get buy-in from different government departments as well as from local government. More of the right kind of contact with frontline organisations was recommended by several interviewees (less talking, more listening). Dropping the interest rate and running a grant programme were also suggestions for improvements, as well as having a role in areas such as investment readiness. Such comments perhaps showed a lack of awareness among frontline organisations of BSC s sister organisation, Access - The Foundation for Social Investment, and its remit to support smaller organisations with grants and capacity building. Views of the intermediaries Most people we interviewed from the intermediaries described their relationship positively, as excellent, strong, interconnected, supportive and helpful. They have been very supportive and have supported us in investment, but also have been champions for us. They like what we do and have therefore been good at promoting what we do. 19

20 Of those who felt negatively, the feedback was: It s difficult to understand who does what. Risk appetite and priorities are not aligned. Although they are having good dialogue, this does not produce results. When asked to say what was less valuable about Big Society Capital, there were some recurring themes: Other comments included: My overwhelming impression is that BSC has missed opportunities to endear itself to the charity sector by not taking bold punts. One thing I think would be really good for them to spend time on, certainly at top-level senior management level, to get out and see the work that the SIFIs do. Original mandate They are working with one hand tied behind their back. Culture/understanding of the sector/ relationship management. They are finance people, they don t really understand what the sector needs. Cost of capital Not enough trade-off between social impact and financial return. Investment process/legal requirements The legal documentation required is soul destroying Speed it up and simplify businesses need to act at speed. They really do try to be helpful. They ask How can we help? and that s really great. I just think they are victims of their own setup. Views of finance organisations Relationships were seen to be very good with the finance sector but it was felt by some that although BSC is easy and friendly to talk to, this does not necessarily result in much action. One respondent suggested that BSC has a big role to play in highlighting social investment to the general public: If BSC creates an understanding of social investment and clients come to us asking for it then we will be able to do much more in this area. 20

21 Other comments included: Views of the foundations Views of commentators and challengers They really should worry more about the Generally, relationships with foundations were The majority of respondents in this group were impact and less about the losses, it s better to seen to be functional but not necessarily complimentary about the dedication of BSC staff try and do something positive with the money friendly. Communications were sometimes although some commented on an inability to the type of losses we are talking about would transactional without building relationships. recruit the right people for the right job. be negligible to the Merlin banks. Like all other stakeholder groups who responded, Respondents echoed other interviewees in Still difficult to discern exactly what it is they foundations felt that BSC was constrained by its expressing frustration with the constraints of do and even harder to work out how we might original mandate, inflexible and all of those we BSC s mandate and the bureaucratic processes work with them or how they could help us. Views of the network bodies Opinions were split about relationships with networks with a majority saying the relationship was good but a small number saying it was poor or non-existent. There were worries about lack of flexibility and spoke to said BSC was too expensive. Ideas suggested by foundation interviewees included sharing due diligence, as well as more strategic collaboration and engagement. Two foundations encouraged more engagement with private capital from individuals (as opposed to institutional capital). hindering the good work that BSC is trying to do. Its definition of social impact investing is defined by its mandate, not by what the market interprets. The understanding of the day-to-day needs of social ventures and intermediaries was considered by this group to be patchy, high costs and calls for BSC to focus on greater and there was some concern around the collaboration, buying social, and being more transparency agenda: They hype their open about overheads. transparency without being transparent. 21

22 SOME CONCLUDING REFLECTIONS This exercise has provided Big Society Capital with its first comprehensive picture of stakeholder opinion since the organisation launched just over four years ago. Its key aims were to understand how the organisation was perceived among a wide variety of audiences, to gauge the strength of the relationships it has built, to explore how these perceptions and relationships had changed and developed, particularly over the past couple of years, and to understand the expectations of key stakeholders as Big Society Capital moves forward. As researchers, we would reflect that, alongside the data, this survey has drawn out a wide range of emotions some of frustration and anger, many of warmth and respect. More than 100 respondents took the trouble to leave comments and suggestions at the end of the online survey: we would conclude that many of your stakeholders care deeply about your role in their future. Where there is perhaps more thinking to do is in the relationship you wish to develop with frontline charities and social enterprises. The relationship with this group is positive but seems the most disconnected, possibly reflecting your status as a wholesaler. From the frontline to the financiers, there is also a sense that Big Society Capital is hamstrung by the way it was set up and its relationship to government and the banks. As researchers from a communications background, we would also reflect that the survey has revealed a lack of clarity about Big Society Capital s story and brand. On the one hand, the brand must reflect Big Society Capital s professionalism and credibility as a financial institution; on the other hand, the social mission must be at the forefront of your communications. The recent website refresh has helped to reveal more of the mission-driven, human aspect of Big Society Capital s personality; 22

23 it will be important to consider how this can be developed further. Finally, we would reflect that this survey marks the beginning of a new conversation with stakeholders. The findings will inform change and help the new CEO and his team as they set the strategy for the future. Whatever these changes may be, you will want to ensure that the findings, and the conclusions that come from them, are shared. Ultimately, however, it will be important to ensure that this is not perceived as a one-off exercise, but that you can build on the positive energy shown by your stakeholders, and find effective ways for the conversation itself to continue. The Research & Insight Team Matter&Co 23

24 We tell stories that matter Unit 6, Textile Building, Belsham Street, London E9 6NG +44 (0) MATTERANDCO.COM SE100.NET PIONEERSPOST.COM GOOD-DEALSUK.COM

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