Annual Review 2017-2018 - Toward systems change - Social Ventures Australia
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Annual Review 2017-2018 Toward systems change Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ]
Contents
Thank you 4-5
From the Chief Executive Officer 6-7
From the Chair 8
From the incoming Chief Executive Officer 9
The SVA approach 10-11
Understanding and improving our impact 12-13
Highlights this year 15-25
Learning what works in communities 16-18
Helping organisations be more effective 19-21
Sharing our perspectives 22-23
Advocating for change 24-25
Looking forward 26-27
Welcome to our new team members 28-29
A growing network of alumni 30
Board and governance 31
Financials32-33
Thank you The SVA team would like to offer heartfelt thanks to each of our incredibly generous supporters for making it possible for us to carry out this work. Financial supporters Low bono and pro bono supporters Charitable Foundations Government JAAM Trust 33 Creative EY Peace of Mind Technology Collier Charitable Fund Bastow Institute of Educational Kara Frederick Allen & Overy Foundation for Young Australians Perpetual Danks Trust Leadership Liangrove Foundation Allens Fowlstone Communications Pro Bono Australia Mutual Trust Foundation Department for Education – Lorena and Richard Uechtritz AMES Australia Fraser Place Melbourne Queensland Investment Corporation Paul Ramsay Foundation South Australia Magnolia Foundation AMP Foundation Gilbert + Tobin (QIC) The Bryan Foundation Department of Education – McClements Family Foundation Anna Crabb - Accelerate Social Impact Gilimbaa Questacon The Ian Potter Foundation New South Wales Patrick Elliott Ashurst Google Rachel Black Thyne Reid Foundation Department of Education and Training – Philip Robinson Australian Hotels Association His Excellency General The Honourable RACV City Club Victoria Prue and Andrew Kennard AVCAL David Hurley AC DSC (Ret’d), Governor of Reconciliation Australia Corporate Jobs Victoria Rebecca Gorman and John Sevior Azure Consulting New South Wales Radisson Flagstaff Gardens AMP Foundation Richard Spencer Bain & Company Infoxchange Australia Rooty Hill High School Azure Capital Individuals and Family Rob Backwell Bird and Bird Inhouse Print Samsung Electronics Australia Citi Australia Foundations Rob Keldoulis Boccalatte Jackson McDonald Sarah Buckley Citi Foundation 4Bevans Foundation Rob Thomas BrightBytes Jala Design Scooda Commonwealth Bank of Australia Adelle Robinson Robertson Foundation Brigitte Smith KA Lawyers Skye Capital Advisory Equity Trustees Alison Deans Sally Foundation Catherine Day & Associates King & Wood Mallesons Smarta by Design Euroz Charitable Foundation Anthony Sweetman SG Foundation Centre for Ethical Leadership KPMG Sparke Helmore EY Foundation Cameron Foundation Sheila and Arnold Metcalf Citizen Schools Leading Hand Design Stamford Plaza Melbourne Fidelity Foundation Carla Zampatti Foundation Shemara Wikramanayake Cognition Education Luke Owen Taylor Fry Google.org Carol Berg and Tony Berg AM Susan Lloyd-Hurwitz Coles Supermarkets Macquarie Group The National Math and Science Initiative Impact Investing Discovery Grant – Crawford Foundation The Antipodean Family Foundation Coloursock Mansion Hotel and Spa The University of Melbourne Supported by Philanthropy Australia Darin Cooper Foundation Tina and Rob Lee Commonwealth Bank of Australia McDonald’s Australia Tourism Accommodation Australia and NAB English Family Foundation Tony Osmond Credit Suisse Melbourne Marriot Hotel True Pictures Macquarie Group Foundation Eureka Benevolent Foundation Turner Family Foundation Darren Smorgon M.H. Carnegie & Co. United Microsoft Australia Faleiry and George Koczkar Wilson Foundation Decision Design Michael Traill AM University of British Columbia Montgomery Investment Management Gill and Chris Lee Deloitte Minter Ellison University of Canberra Samsung Electronics Australia Greg Pritchard Alongside the generous funders listed Department of Education — Monash University University of South Australia Third Link Investment Managers Heather and Bill Webster above, and our donors who wish to remain New South Wales MPA Urban Assembly for Green Careers Heather Doig and Rob Koczkar anonymous, SVA’s Executive Committee Elise Sernik — Leadership Space Neumann & Turnour Lawyers Vendu Pty Ltd Ian Learmonth and Board members all provide financial Essential Media Pan Pacific Melbourne WestEd J. Permsew Foundation contributions to our work. Experience the Pulse PARKROYAL Melbourne Airport Westpac Explanimate Paul Bide Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 4 Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 5
From the
Chief Executive Officer
I joined SVA because I believe everyone in
Australia should have the support they need to
It’s why, across our different teams, we work
together to do four main things:
most important areas for further development
within our own organisation.
“I leave in the sure knowledge that
grow and thrive throughout their lives.
Learn what works in communities – In line with this, and our desire to make the
SVA is in excellent hands; poised
This is far from the case in Australia today. by working with partners to understand biggest positive impact possible, we have been to further grow and deepen its role
However, four years at SVA has shown me there what drives better social outcomes at exploring how SVA can play a more deliberate
is a lot of hope. both a local and systems level. role in community-led systems change, as well in the social purpose ecosystem.”
as what internal capability we need to further
Every day we see communities designing Help organisations be more effective – develop this.
effective solutions to the challenges they are by assisting our ventures, clients,
facing; whether that’s unemployment, family investees and other partners to Following a process of extensive research,
violence, substance abuse, poor health outcomes develop clear strategies, collaborate deliberation and stakeholder engagement we
or the complex combination of many factors that with others to achieve greater impact, have decided to further scope opportunities
result in vulnerability. and measure and evaluate the change to dramatically improve the social outcomes
they are creating. for two specific cohorts – young children
Like BackTrack, where a wrap-around support experiencing vulnerability, and older women at
model is seeing young people at high risk of Share our perspectives – distilling risk of homelessness.
homelessness and juvenile detention instead what we’ve learned through our work
find positive pathways through education, into actionable insights and sharing 2018 marks my final year as CEO of SVA. It has
employment and community involvement. these widely. been a true honour to serve the vision that SVA
represents, and to work alongside some of the
And Flourish, where peer workers are at the centre Advocate for change – building most committed and capable people I have ever
of a community support program for people with relationships with government and had the privilege to know.
lived experience of mental illness. across the sector to help drive improved
outcomes through systemic change. I leave in the sure knowledge that SVA is in
Not to mention the schools and teachers across excellent hands; poised to further grow and
Australia who are trialling and testing new In the following pages you will find examples of deepen its role in the social purpose ecosystem
approaches to teaching and learning and seeing highlights across each of these areas, as well with a new leader at the helm.
children, many of whom have experienced as information on the governance, team and
trauma and hardship, growing into the leaders financial underpinnings of SVA that make this My most sincere well wishes to Suzie Riddell as
of tomorrow. work possible. she inherits a truly special calling.
At SVA we believe these local solutions Utilising the SVA Fundamentals for Impact We thank all of you for your interest in this work,
and innovations hold promise to influence framework we have identified and prioritised and your ongoing support.
systems-wide change. connection with people in communities,
knowledge of the wider evidence environment,
and building connection with ecosystems as the
Rob Koczkar
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From the From the incoming
Chair Chief Executive Officer
I am acutely aware that one of the most
important things a Board does is choose a CEO.
Rob has been an invaluable asset to SVA,
helping to embed a sustainable and impactful
For Australia to become a place where all
people and communities thrive, we must work
“I believe in SVA’s
The SVA Board has been fortunate on that front, organisational model that has set SVA up for hard to remove the barriers to participation mission with every
having worked alongside two outstanding CEOs
in Michael Traill and Rob Koczkar.
the future. He has led the organisation through
a period of significant growth and we are very
and learning that exist throughout many of our
social systems. fibre of my being.”
confident SVA is poised to influence even greater
As Rob moves on from the role at the end of impact because of the work Rob has done. It is an honour to be writing this note as
2018, the Board and I want to offer our heartfelt incoming CEO of SVA, where removing those Having been at SVA for almost eight
thanks for his magnificent contribution. After an extensive search, we know we’ve barriers is what we work towards each day. years, I could not be more delighted to be
found another excellent leader in Suzie Riddell. continuing my contribution by stepping up
Rob has been an invaluable asset to SVA, helping to lead as CEO.
We are absolutely certain Suzie is the right
person to lead SVA through its next stage I believe in SVA’s mission with every fibre of
of contribution to the Australian social my being.
purpose landscape. Her strategic thinking,
collaboration and leadership skills are inspiring The uncommon collection of skills within
and her deep commitment to SVA’s mission is the SVA team and our strong and diverse
second to none. partnerships across the social purpose
ecosystem provide us a unique opportunity to
SVA’s 2020 Strategy describes four strategic influence lasting positive change in Australia.
pillars; trusted partnerships, practical
knowledge, outstanding team, and financial I am proud of what we have achieved to
sustainability. We are delighted to see fantastic date and believe the strong foundations and
progress across each of these areas, which you track record SVA has today have set us up
can read about in the following pages. to contribute even more meaningfully
going forward.
We are also delighted to see SVA begin to
map its work against the UN Sustainable I am deeply thankful to both Rob Koczkar and
Development Goals, adding to momentum Michael Traill for creating and growing this
that’s building across sectors for alignment to organisation, as well as for their mentorship
these goals. and trust in me over many, many years.
Again, thank you Rob, welcome Suzie; and I look forward to working collaboratively
thank you to each of you who are working with the team, and with our partners, to
alongside SVA to build an Australia where all create a more vibrant, dynamic and just
people have a sense of belonging, and a voice community.
in decisions that impact them.
Paul Robertson AO Suzie Riddell
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The SVA How we do it
approach Ventures
We work with partners
to pilot, prove, refine,
and scale effective
approaches to tackling
Social Ventures Australia (SVA) is a not-for-profit organisation disadvantage.
that works with partners to alleviate disadvantage – towards an
Australia where all people and communities thrive.
We influence systems to deliver better social outcomes for people by
learning about what works in communities, helping organisations be more Consulting
effective, sharing our perspectives, and advocating for change. We help social purpose
organisations, government,
funders and corporates
In FY18 SVA strengthen their ability to
alleviate disadvantage.
Shared our perspectives at Supported Assisted
200+ 60k 200
*
Impact Investing
events people with lived experience unique investors We invest in organisations
of disadvantage and projects that
deliver both social and
financial returns.
Helped Reached Lodged
96
consulting clients
$115m impact investing funds
11
government submissions
Policy and advocacy
We engage with
be more effective under management advocating for change government and convene
networks to build
*This is a considered estimate of people who have directly benefited from our Impact Investing and Ventures work in FY18. momentum for effective
The many people served by our consulting clients have not been included. policy and practice.
Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 10 Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 11
Understanding and
improving our impact
During FY18 we evolved our thinking about how we achieve and measure our impact:
Theory of Change
The SVA Theory of Change holds that In FY18 we reworked our Theory
greater impact will be achieved through of Change and developed an
a multi-pronged approach across a aligned Monitoring, Evaluation and
system. It illustrates how what we do Learning (MEL) framework to test
builds toward better outcomes and our assumptions about how change
deeper impact. happens and demonstrate outcomes.
SVA Fundamentals for Impact
SVA’s work to distil the essential
An Australia where all people and communities thrive ingredients of impactful organisations
into the SVA Fundamentals for Impact
has also informed our own priorities.
Effective systems
Long term outcomes for a better society Utilising the framework, SVA has
identified and prioritised connection
More effective organisations with people in communities, knowledge
Stronger collaboration of the wider evidence environment and
Short term outcomes
Responsive policy building connection with social sector
ecosystems as the most important
Trusted partnerships areas for further development within our
Outputs Shared knowledge Monitoring Evaluation and The SVA MEL framework will enable us own organisation.
Evidence-based innovation Learning framework to better understand our contributions
SVA has always regarded monitoring, toward an Australia where all people and
Funding, Investment, Advice, evaluating and learning from our communities thrive.
Activities Brokering & Convening work as critical to organisational
Validation & Connection effectiveness. In FY18 SVA developed We are prioritising learning, reflection
a Monitoring, Evaluation and Learning and review to strengthen our work and
Social Ventures Australia (MEL) framework that builds on our inform our decision making, including
Inputs
MEL practice at team, venture, investee, changing course where required. MEL
partner and client levels. measures will enable us to better
One in four people experiencing disadvantage descibe the reach of our organisation
and strengthen accountability to our
stakeholders.
Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 12 Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 13
Highlights
this year
SVA influences systems to achieve better outcomes
for people by learning what works in communities,
helping organisations be more effective, sharing our
perspectives, and advocating for change. Highlights of
this work in FY18 are shared in the following pages.
Sustainable Development Goals SVA’s work is aligned across eight of
The 2030 Agenda for Sustainable the Sustainable Development Goals,
Development was adopted by the United which are shown below.
Nations General Assembly in September
2015 (A/RES/70/1) as a plan of action We are pleased to see increased
for people, planet and prosperity. momentum across the business,
government and social sectors to report
The centrepiece of the agenda is a set on contributions to the SDGs. In the
of 17 goals and 169 targets that are examples of SVA’s work shared in the
integrated and indivisible. following pages, we have noted which
SDGs each of these projects align to.
Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 14 Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 15
Learning what works
in communities
In FY18 SVA learned what works in communities by:
Understanding the program features Assisting the Department of Prime Improving the support available to
critical to Dismantle’s success helping Minister and Cabinet (PM&C) to apply people experiencing financial hardship.
young people at-risk. placed-based practice across their
Regional Network and work ‘transforma- Financial stress is becoming more
SVA supported Dismantle to pursue tionally’ with Aboriginal and Torres Strait common in Australia and is increasingly
its vision of expanding its flagship Islander communities. caused by external triggers such as
program BikeRescue to regional health issues, relationship breakdown
Western Australia. Dismantle faces the PM&C staff have increased their or loss of employment. SVA Consulting
challenges of how to operationalise knowledge, skills and confidence worked with the Australian Banking
this expansion and how to tell the story to apply the skills of place-based Association (ABA), the four major
of the impact it is having with young practice and are excited and motivated banks, and consumer and community
people. To tackle the operational design by the shift to this way of working. organisations to develop the business
issue, Dismantle, with the support SVA Consulting and its partners – plan for a new social enterprise and
of SVA and pro bono partner Azure Collaboration for Impact and the establish this enterprise in the market.
Consulting, conducted research with UTS Institute for Public Policy and
past, current and prospective partners Governance – worked together The enterprise, Way Forward, will be
involved in delivering Dismantle’s to develop, deliver and evaluate a jointly governed by the finance industry
BikeRescue program, and with program place-based framework and training and the consumer sector. It will provide
participants. In addition, SVA is working program for 550 of PM&C’s Regional free services to customers experiencing
with Dismantle to define a practical set
of measures and a process to collect the
Network staff across all 12 of its
regional offices.
vulnerability, allowing them to repay
unsecured debt according to their
“The partnership with SVA is providing us the financial and
information to describe its impact.
SDGs: No Poverty, Reduced inequalities,
capacity, and return to financial stability
in a reasonable time.
professional support that will enable our youth programs
SDGs: Good health and wellbeing, Sustainable cities and communities,
Partnerships for the goals
to scale across WA and we look forward to creating social
Quality education, Decent work and SDGs: No Poverty, Reduced inequalities,
economic growth, Reduced inequalities, Partnerships for the goals impact far greater than we could without SVA’s business and
Partnerships for the goals
strategic investment.” - PAT RYAN, CEO, DISMANTLE
Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 16 Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 17
Helping organisations
be more effective
In FY18 SVA helped organisations be more effective by:
Assisting House with No Steps and The Assisting Lifeline to trial the first Supporting early childhood educators
Tipping Foundation to merge and better text-based crisis service in Australia. to build the resiliency skills of young
serve people with disability. children at risk.
Along with project partner Today, SVA
House with No Steps and the Tipping Consulting supported Lifeline to design SVA’s partnership with Pathways to
Foundation engaged SVA Consulting and develop a pilot crisis support Resilience Trust’s ‘Wings to Fly’ program is
to develop the merger business case, service delivered via text message. The focused around scaling the organisation’s
including the financial benefits, but more team used a human-centred design capacity so they can run more workshops
importantly, the benefits for clients approach that was informed by the and training sessions with early years’
from both organisations. Once a merger lived experience of help-seekers and educators and, in doing so, support more
had been decided as the best course Lifeline’s workforce. Learnings from this at-risk children to build their resilience,
of action, SVA Consulting designed a pilot will inform future crisis support skills and capacity to learn.
customer-centric operating model for service design in Australia, particularly
Supporting educators to deliver One example of this is the mutually learning design. Christine has been a the new organisation and supported for people in need who are hard to reach To support the program’s growth, SVA
improved learning and social outcomes beneficial mentoring relationship set regular speaker at national conferences, implementation of the merger. The two through traditional services. accessed funding to appoint additional
for students across 50 partner schools. up between Christine Cawsey from where she shares what is happening organisations successfully merged in trainers to deliver the program into
Rooty Hill High School (RHHS) and at RHHS and the implications for the March 2018 and now provide services SDGs: Good health and wellbeing, new markets and communities. The
Thanks to the collaborative framework fellow principal Caroline Fishpool Australian education system more to more than 5000 people across NSW, Partnerships for the goals Program Lead codified the program and
of the Bright Spots Schools Connection, at Wirreanda Secondary School in broadly. Similar examples are occurring QLD, Vic and the ACT. developed a suite of educator training
insights and learning developed during South Australia. RHHS is also visited across The Connection network, creating materials for the Wings to Fly program
the Powerhouse Schools’ partnership regularly by researchers and national ripples of change across the Australian SDGs: Good health and wellbeing, (0-5 years) as well as supplementary
with SVA have had long-lasting educational bodies, who tap into the education system. Reduced inequalities, Partnerships for programs Kaleidoscope of Colour
benefits to the wider education cutting-edge work Christine and her the goals (for early primary-aged children) and
sector, particularly for communities team are achieving in creativity and the SDGs: Quality education, Reduced Journey to the Island of Calm (for late
experiencing disadvantage. assessment of general capabilities in inequalities, Partnerships for the goals primary-aged children).
SDG: Quality education
Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 18 Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 19“Our customers are
at the centre of all
VACCA’s Cultural
Therapeutic
we do. Put simply,
we came together
Framework
Design, Measurement
to help more people
and Learning
Framework
in more places.
Csnet case
Management System
Supporting the Victorian Aboriginal Launching a new impact investment Investing in the design and construction
We’re passionate
Child Care Association (VACCA) to fund designed to scale promising social of a world-class specialist dementia about upholding the
understand and improve their ability to
deliver impact for Aboriginal children
purpose organisations. care facility. rights of people with
and families. The SVA Diversified Impact Fund is The development of the Korongee village a disability. Together
As an Indigenous-run organisation
an innovative fund that invests in
organisations that are ready to take
in Tasmania is a partnership between
HESTA, Glenview (a not-for-profit
we will provide even
VACCA places client outcomes at the on repayable capital to scale their aged care provider), SVA and the better support and
centre of their work. By more effectively
measuring their outcomes, VACCA can
operations and social impact. The Fund
is structured to offer investors 20%
Commonwealth Government. Korongee’s
design will make it possible for residents
services to people
ensure better outcomes for people and downside protection with the support living with dementia to walk around with a disability,
communities and better demonstrate
their program’s effectiveness to
of 11 Australian Private Ancillary
Funds. This innovative structure uses
the village and participate in everyday
life decisions, which are presently not
their families,
government and other stakeholders. philanthropic guarantees to attract more available to those in dementia care. and their carers.”
capital to the impact investing market SVA’s investment comes from the
ANDREW RICHARDSON,
SVA Consulting assisted VACCA to and will generate financial returns to over Social Impact Investment Trust, which
CEO OF A NEWLY MERGED
develop and implement a program of 60 investors while making a meaningful is managed by SVA on behalf of HESTA. ORGANISATION (See page 19)
internal initiatives – a culturally-centred social impact. In June 2018, the In FY18, HESTA allocated a further $40
therapeutic model, a case management $15 million fund achieved final close. million to the Trust, to fund investments
system, and a new monitoring and that generate both a measurable social
evaluation framework – including The Fund builds on SVA’s successful impact and a market-based financial
developing a change management implementation of the Social Impact return, establishing the largest social
plan to integrate and roll out the three Fund, which supported 10 social impact focused investment mandate in
initiatives. This ongoing project is enterprises to grow and scale their Australia at $70 million.
enabling VACCA to continue to play impact so that more people and
a critical role in supporting a thriving communities in Australia could thrive. SDGs: Good health and wellbeing,
Aboriginal community in Victoria. Sustainable cities and communities,
SDGs: Reduced inequality, Sustainable Partnerships for the goals
SDGs: Reduced inequalities, cities and communities, Good health and
Quality education wellbeing, Partnerships for the goals
Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 20 Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 21Sharing our “In my role, I spend a great deal of time collecting, reading and
unpacking research around teaching practice and approaches
perspectives
with our teachers. The Toolkit is neat, concise and easy to use.
It will save me countless hours in the way it lights the path
directly to the most relevant and reliable research.”
FRANCES ROBERTS, HEAD OF CURRICULUM, BOUNTY BOULEVARD STATE SCHOOL
In FY18 SVA shared our perspectives by:
Publishing 23 SVA Quarterly Introducing the SVA Presenting at the NDS Sharing and tailoring the
articles and 19 podcasts on leading Fundamentals for Impact to leaders National Disability at Work Teaching & Learning Toolkit with
practice to encourage learning and in Sydney and Melbourne. Conference in Sydney in June. educators across Australia
discussion among sector leaders,
practitioners and policy makers. Attendees at a boardroom event series Gillian Turnbull’s presentation, ‘Moving The Teaching & Learning Toolkit is an
unpacked how to ‘do good, better’ and beyond the numbers – measuring the accessible summary of educational
The SVA Quarterly is a subscriber how the framework could help their true impact of disability employment’ research that supports evidence
publication for sector leaders, with organisations pursue their own goals addressed how taking a person-centred informed decision making in Australian
articles also shared in trade and while also contributing to shared, approach to managing to outcomes schools. It provides guidance for
specialist publications such as Pro system-wide goals. This free tool helps gives greater insight into how principals, teachers and schools on how
Bono News, The Mandarin and organisations identify areas they may employment can create change in the to use their resources to best improve
Australian Policy Online. Through the need to develop to be more effective lives of people with disability, as well educational outcomes for their students,
SVA Quarterly we share insights and serving people and communities. as improve the sector’s ability to particularly those from low-income
learnings from our work, for the benefit support them. families. More than 12,300 educators
of all organisations working in the social SDG: Partnerships for the goals have accessed the Teaching & Learning
purpose sector. SDG: Decent work and Toolkit four or more times in a year.
economic growth
SDG: Partnerships for the goals SDGs: Quality education,
Reduced inequalities
Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 22 Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 23Advocating
for change
In FY18 SVA advocated for change by:
Continuing engagement with Federal The NHFIC is an affordable housing Actively supporting the ‘Hands Off Our Campaigning for the wider adoption of 23). The Government has committed to Spots Schools Connection program to
Government on national impact bond aggregator, which should increase Charities’ campaign. evidence informed practice throughout implementing the recommendation and schools in regional, rural and remote
investment policies. capital flows into the social and the Australian education system. the Federal Opposition has announced locations. Together with Samsung we
affordable housing market, creating In FY18 SVA joined with a broad it will invest $280 million in a new briefed the Chief Scientist on how our
In FY18 we saw the fruits of our more stock and ultimately better community of not-for-profit In FY18 we took forward a strong Education Evidence Institute if elected. STEM Learning Hub approach to
ongoing advocacy to improve the outcomes for people trying to access organisations to ensure the charities education agenda spanning evidence, community-business partnerships can
national policy infrastructure for impact affordable and appropriate housing. sector retains the ability to advocate collaborative networking, STEM skills This would be a significant national be used to improve STEM learning.
investment, including the growth in The Commonwealth Government also for the needs of the individuals and in low SES schools and a broader reform, helping ensure all teachers
the Social Impact Bond markets in allocated new funding in the Budget for systems we work with and for. We ‘capabilities’ or 21st century skills across Australia have access to the Finally, SVA hosted the next iteration of
Vic, QLD and NSW. In recent years we social impact investing, including funds signed on to the ‘Hands Off Our framework. information they need when making the SVA Education Dialogue featuring
have made multiple contributions to for developing an impact framework, Charities’ campaign, and provided decisions about their teaching practice. Andreas Schleicher – OECD Director
the creation of the National Housing which SVA has been engaged to deliver submissions to parliamentary inquiries We advocated to Government to It would also help direct the growing for the Directorate of Education and
Finance and Investment Corporation in partnership with Taylor Fry. on proposed changes to electoral establish an independent evidence body education spend towards high-impact Skills – to advance the debate around
(NHFIC) including joint submissions funding and disclosure laws and the that will provide services to all Australian teaching practices. what capabilities students will need to
with our partners Macquarie Group SDGs: Sustainable cities and Foreign Interest Transparency Scheme. schools and educators. The intensive succeed in coming decades. This theme
and briefings and round tables with communities, Partnerships campaign involved direct government Importantly, the experience of similar also carried through strongly into the
Commonwealth Treasury and the for the goals The collective effort has been a engagement, coalition building, policy initiatives overseas suggests this final report from David Gonski AC.
community housing sector. The NHFIC success, with the Government agreeing roundtables and leading public debate in approach will have greatest impact on
was established in legislation in FY18 to substantial changes to both pieces order to garner support. lifting learning for the children from the SDGs: Quality education, Reduced
and will raise its first capital this year. of legislation so that charities maintain most disadvantaged backgrounds. inequalities, Partnerships for the goals
the capacity to advocate for policy In line with SVA’s recommendation,
change in the service of their charitable the Gonski 2.0 review explicitly SVA also made submissions to the
purpose. This included altering national recommended a national research and Commonwealth on how take the
security legislation to ensure we can evidence institute (Recommendation successes generated through the Bright
continue to push for social change.
SDGs: Partnerships for the goals
Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 24 Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 25Looking forward
Since 2016 SVA has been working toward our 2020
Strategy which describes four strategic pillars that will
enable achievement of our objectives.
Where to next? What do we mean by community-led on understanding where SVA could make a unique There are times
systems change? and significant contribution to systems change. when you
Our assessment and reflections against our
performance in FY18 have informed priorities for SVA has worked in partnership with organisations Following a process of research, deliberation
can achieve a
FY19, which include: and leaders across the government, corporate and stakeholder engagement we have decided to greater impact
Trusted Practical Outstanding Financial and social purpose sectors for over 15 years. further scope opportunities to dramatically improve by changing
partnerships knowledge team sustainability • Trusted partnerships: the social outcomes for two specific cohorts – the system than
Through this experience we’ve seen that young children experiencing vulnerability, and older
- C
ontinuing to deliver high impact engagements approaches that address the multiple, women at risk of homelessness.
by delivering
and activities with our partners and clients, interconnected contributors to experiences of another service
2020 Strategy update for the benefit of people and communities. disadvantage, and galvanise effective action In FY19 we will continue this scoping work, in or even a better
across the social ecosystem, often have the partnership with funders, policymakers, service service.
We have made significant progress towards the • Practical knowledge: greatest capacity for impact. providers, thought leaders and people with lived
goals outlined in our 2020 Strategy. In particular, experience of these challenges.
we have: - E
stablishing new community-led system Put simply, there are times when you can achieve
change programs to develop our approach to a greater impact by changing the system than by
• Built many flagship relationships with catalysing effective systems-wide change; delivering another service or even a better service.
trusted partners;
• Deepened our practical knowledge about - E
xtending our ability to collaborate by This has come to life in initiatives as varied as the
disadvantage in our four core practice areas of capturing, codifying and sharing our practical Newpin Social Benefit Bond, where the lessons
education, employment, social and affordable knowledge of how to reduce disadvantage; emerging out of the Newpin program are now
housing, and First Australian communities, and informing broader child protection policy in NSW;
established new areas of expertise; - F
inding ways to ensure the voices of people to SVA Consulting’s evaluations of Working on
• Grown to 90 FTE, increased professional with lived experience of disadvantage are Country programs, which influenced significant
diversity and strengthened our employee informing our work through, for example, the funding increases.
value proposition; establishment of a First Australians Advisory
• Invested in our capacity to deliver Committee. In FY18 we’ve been exploring how SVA can build
sustainably and reduced our relative reliance on our current work to play a more deliberate role
on donations. • Outstanding team and financial sustainability: in creating this kind of change.
- C
ompleting our investments in organisational We are reaching out to people across sectors to
capacity to build the collaborative culture to deepen our understanding of areas where policy
which we aspire. and service delivery are ripe for change; with a focus
Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 26 Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 27Welcome to our
new team members
Our people are our greatest asset. We are delighted that many
passionate professionals joined us in FY18, bringing deep
expertise from a range of sectors. Meet some of our team.
Maia Ambegaokar Jason Eades Michael Lynch Pauline Ho
Maia is a Director in the SVA Consulting team. Jason is a Director in the SVA Consulting team. Michael leads the Impact Investing team at SVA, Pauline oversees the program development,
She leads client engagements, manages A proud Aboriginal man born and raised on Gunnai which links socially-oriented organisations with evaluation and community leadership of the
consulting teams and provides strategic and country in south-east Victoria, he has deep passion a need for capital to a network of investors by Learning Impact Fund. Prior to working at
intellectual guidance as required across strategy, and experience in Indigenous affairs. developing and managing a range of impact SVA, Pauline was a teacher practitioner for
implementation and evaluation. investment instruments. seven years and later led several federal and
Prior to joining SVA Jason was the inaugural CEO state-funded projects in the education and
Prior to joining SVA, Maia worked as a and a co-owner of PwC Indigenous Consulting. In Michael has 25 years of banking and financial health sectors.
management consultant and policy adviser in 2016 Jason was recognised by the Prime Minister markets experience in Australia and Europe
health, international development and women’s as an Indigenous Innovator and Entrepreneur. at organisations including CBA, Merrill Lynch, Pauline has a PhD in Education from
rights. She has held executive and managerial UBS and Societe Generale, across a range the University of Sydney. Her PhD thesis
positions at Abt Associates in Australia, Planned He holds a number of board positions with of management and product roles. He was investigates the impact of policy and curriculum
Parenthood in the United States and the World organisations including Culture is Life and the previously a board member of the Sylvanvale on the academic and social outcomes of
Health Organisation in Switzerland. Australian Indigenous Mentor Experience (AIME). Foundation. academically disadvantaged students.
“I firmly believe that management “Creating impact through a “Working with a team of “Every child deserves a quality
matters. Implementation – what strengths based approach is a key passionate, intelligent people, education and the opportunities to
some people dismiss as a ‘black box’ motivation for me. Harnessing committed to generating solutions succeed in school and life. Providing
– is the essential link between savvy the full potential of SVA excites to complex social problems is the right supports early is critical
strategy and high-impact outcomes.” me when I think about the impact a constant source of inspiration to reduce disadvantage. At SVA, I
we can have for Australians when working at SVA.” have the opportunity to work with
experiencing vulnerability. It allows and across systems, governments,
me the opportunity to build on my schools and practitioners to improve
deep knowledge of working with schooling for all children.”
Indigenous people and apply it
more broadly.”
Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 28 Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 29A growing Board and
network of alumni governance
While it is hard to bid farewell to beloved colleagues, we are always excited The Board of SVA governs our overall direction and purpose, acting as the
to see former staff taking what they have learned at SVA and pursuing new centrepiece of governance, fiduciary and overall responsibility for SVA and
ways to make a positive social impact. Among those becoming valued related companies. Our Board brings a diverse range of business, financial,
alumni this year were John Bush and Andrea De Almeida. entrepreneurial and philanthropic capabilities to SVA.
John Bush
Now: General Manager, Education at the Paul Ramsay Foundation
At SVA: Associate Director, Education
“SVA’s way of doing things gave me a well developed understanding of how the different
parts of the social sector could work.
I’m really proud to have contributed to the advancement of SVA’s thinking on Education.
And I’m really proud of how we worked to shape Evidence for Learning in a response to the
changing environments around us.
Paul Robertson AO Adrian Appo OAM Robert Fitzgerald AM Tanya Gilerman
There was a real sense of ownership and the opportunity to shape what was happening at (Chair)
SVA that was felt right through the organisation. I found that really fulfilling. Not only doing
good work, but also contributing to the development of a good organisation.
SVA also opened up a space for me to think about what it really means to work on
reconciliation. Really valuing Indigenous voices and perspectives and then doing the hard work
to bring that front and centre.”
Andrea De Almeida
Now: Executive Director, B Lab Australia and New Zealand
At SVA: Director, Employment Chris Harrop Rob Koczkar Daisy Mallett Lisa Paul AO PSM
“SVA is very much about head and heart. It was my first foray into a place that lived its
values and tried to do good in the world and used best practice to do so. SVA’s governance is augmented by its Members and Leadership Council.
We had a really extraordinary opportunity to just go test, trial and incubate. SVA Members are the guardians of the underlying mission and values of SVA, and the Leadership
Council provides input and guidance on strategic opportunities, networks and funding.
I had seen the devastating effects of long-term unemployment on people close to me and
people close to them. One of the things I’m most proud of at SVA is that we got people at Thank you to everyone involved in ensuring SVA is well governed and effectively delivering its mission.
risk of long-term unemployment into jobs. Because that’s ultimately why I was there.
My time at SVA was really informative both professionally and personally. It’s held huge
credibility in the broader marketplace, across the not-for-profit, public and private sectors.”
Those in the for-purpose space really look at SVA as a pioneer. I’m cheering from the
sidelines about Suzie’s appointment and am really excited to see where the next phase and
transition of SVA goes.”
Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 30 Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 31Financials
SVA income in FY18
In FY18 SVA’s core income came from the sources shown:
Philanthropic funding & sponsorship 41.5%
Corporates 23.7%
Individuals & private foundations 17.8%
SVA’s revenue comes from generous philanthropic support provided by a variety of Government grants & income 14.7%
trusts, foundations, corporate and individual funders, combined with government Federal 9.3%
grants as well as cost recovery and fee-based income from our consulting and SA 0.6%
impact investing work. With a modest capital base SVA relies on continually VIC 3.5%
generating fee-based income and philanthropy to support our work. NSW 1.3%
Investment & other income 3.8%
SVA Impact Investing 6.8%
Revenue Sources Social Impact Investment Trust 2.8%
SVA Diversified Impact Fund 0.7%
SVA’s core revenue for FY18 of $19,177,000 was sourced from $ % Social Impact Bonds 2.1%
Philanthropic funding and sponsorship 7,955,000 41.5 Consulting services 33.2%
Other management &
establishment fees 1.2%
Consultancy services 6,371,000 33.2
SVA Impact Investing 1,309,000 6.8
Government grants and income 2,809,000 14.7 Where we applied income in FY18
Net finance income 733,000 3.8 SVA income is directed to our venture portfolio, activity-based services, operating costs, and to support our future sustainability.
SVA core income 19,177,000
SVA Ventures 31.1%
Distributions to ventures and service providers 10.6%
SVA Fundraising 5.1%
Total SVA income per audited FY18 financial statements 19,177,000 Staff-related costs 11.9%
Staff-related costs 4.1%
Other costs 8.6%
Represented by: Other costs 1%
Total revenue 18,444,000
Net finance income 733,000
SVA Impact Investing 9.5%
Total income 19,177,000
Staff-related costs 7.1%
Other costs 2.4%
SVA continues to benefit from multi-year donations. This means that the revenue we recognise for management purposes
is different from that shown in our statutory accounts, where we are required to recognise donations in the year they are
received (rather than the future year in which they are applied).
Future Fund 9%
Multi-year funding commitments enable us to commit to longer-term projects and venture support, and increase the
SVA Consulting 39.1% SVA Strategy & Advocacy 6.2%
impact SVA is able to achieve for the people and communities we serve. We are pleased that more and more of our
philanthropic supporters are choosing to give in this way. Staff-related costs 31.6% Staff-related costs 5%
Other costs 7.5% Other costs 1.2%
In FY18 SVA also received a one-off grant from the Federal Government as a result of the Social Impact Fund coming to
the end of its planned life.
The staff-related costs shown are directly incurred by each business unit. ‘Other costs’ includes an allocation of support staff,
SVA’s audited financial accounts are available at socialventures.com.au/about-sva/financial-information/ as well as infrastructure and other operating costs such as occupancy costs, IT costs, insurance and compliance.
Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 32 Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ] 33Front cover image courtesy of UnitingCare Queensland Social Ventures Australia Brisbane | Melbourne | Perth | Sydney | ABN 94 100 487 572 | AFSL 428 865 info@socialventures.com.au | socialventures.com.au | @social_ventures Social Ventures Australia Annual Review FY18 [ BACK TO CONTENTS ]
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