Title of the session: How to set up a venture philanthropy organization- the SVP way

Speakers:
Akila Krishnakumar, Chairman, SVP Bangalore
Takuya Okamoto, Executive Director, SVP Tokyo
Catherina Toh, Chair, SVP Melbourne
Paul Shoemaker, Executive Connector, SVP International
Summary of the content of the session:
Paul introduced Social Venture Partner (SVP), their origins and how they grew as a global movement.
He outlined that SVP serves mainly as a platform to offer skills based volunteering. They focus on
capacity building on a long term basis. They are known as a network that connects people in
philanthropic circles similar to AVPN, except that they focus on serving through skills based
volunteering.
Akila Krishnakumar
The Bangalore SVP was started 2 years ago. She shared her motivation that SVP was started to get a
sense of direction on how to do good. She highlighted the headline grabbing numbers originating
from India and the serious problem of lack of jobs in the job market. The problem was attributed to
a lack of rural job creation. She introduced SVP Bangalore as a volunteer based organization with
middle tier philanthropist as the target. She explained that there is no place for middle tier
philanthropist to go to in India, unlike large tier philanthropist. The organization comprises of
professionals who have made it in Bangalore. For India, SVPs goal is to be in 20 cities and create 1
million jobs by 2020. They have 160 partners in 3 cities so far.
Takuya Okamoto
Takuya left his consulting job at PWC to join SVP Tokyo to be with like-minded individuals. SVP Tokyo
was established in 2003 and is the first SVP in Asia. He explained that it comprises of young
professionals, mainly ages 25-45 years old, rather than wealthy businessmen. He noted that this
type of demography is due to the changing expectations of younger professionals in Japan.
Catherina Toh
Catherina chairs the board of SVP Melbourne which was only established 18 months ago. It is a
volunteer based organization. It was started because the group felt that the time was ripe. She
contextualized SVP in the context of Australia, where the giving scene is still relatively small due to
strong government social policies. SVP Melbourne currently has 27 partners, with each partner
contributing $5000 per year. Money is important in the giving process but the more important point
being the contribution of business and professional skills.

What are some notable success stories in your SVPs?

Catherina Toh
It took 9 months to get all the necessary paperwork cleared to start SVP Melbourne. The greatest
challenge is having an all-volunteer based organization. The greatest success is that none of the
partners come from non-profit sector. Therefore, they are all diving into the sector for the first time
together.
Takuya Okamoto
The Japanese government did not have sufficient resources to deal with the effects of the 2011
tsunami in 2011. SVP Tokyo was able to help 14 beneficiaries by partnering with a large range of
corporate investors such as Mitsubishi, Accenture and UBS.
Akila Krishnakumar
Partners make up the greatest part of the joy in SVP. Getting partners might be difficult but getting
an ambassador in the form of Friends of SVP is much easier and also helpful. SVP provides a large
room for experimentation.
What is the impact of volunteering in SVP for partners?
Catherina Goh
SVP Melbourne gets partners to be involved through skill sets, opening up a whole new dimension
on their personal lives. Partners get to utilize skill sets gained in their work with MNCs in local NGOs,
with very clear outcomes that resonates with the partners.
Takuya Okamoto
Ken Ito used to be a partner in SVP Tokyo and started various interesting projects. His journey
started as a partner in SVP to a leader in social sector.
Akila Krishnakumar
Partners from SVP Bangalore take knowledge from SVP back to their organizations and do amazing
things with their own organizations. They gain as much as they give. Being shameless in asking for
help. It takes very little for the partners to give as giving is based on the social connection that the
partners have. Partners also help each other realize their dreams as they interact in SVP.
Questions and Answers:
Question 1: How do you select an organizations to support? Who takes on the role to filter the
landscape?
Catherina
Personal networks. Australian Post has their own pool of grants. SVP Melbourne leveraged on their
network and got a list of 25 from them. A SVP Grant Committee was set up shortly after, and lead
partners were assigned to each organizations.

Akila
Importance is really on the lead partner. And also, the need to partner with other organization for
sourcing. In India, the organizations were sourced through Ashoka during the first year. Today we
have our own database of potential organizations.
Takuya
During the first 3 years of operations, SVP Tokyo mainly organized events for the social sector and
did not engage in making any grants. This helped us establish a pool of potential organizations to
work with. The selection process is conducted by all the partners, which makes it difficult to get all
partners to agree. SVP Tokyo has a good portfolio of investees. In fact, the winner of the best social
venture in Japan according to a leading local newspaper is one of SVP Tokyos investees.
Question 2: How do you deliver capacity building?
Paul
Lead partner attached to each organization. Decided based on best fit to the organization.
Akila
Lead partner (2 instead of 1) spends at least one day in organization. 6 areas identified as broadly
covering all areas an NGO need as community practice. SVP then get people with expertise across all
areas to help.
Catherina
Partners reach to personal contacts if they do not have the requisite skill.
Takuya
Most important point in capacity building is relationship. Requires 3 months after relationship is
established with organization.
Question 3: 160 investors is a large network. How to get partners on board?
Akila
The importance lies in identifying a founding partner in a city who has convening power. There is a
need to talk to the person for 1-2 years before they can be completely bought in. Then, not more
than
10 partners in a city, where they are the founding partners. They craft mission and direction.
Following then, they can then proceed.
Question 4: Are there other sources of donors? Like foundations?
Catherina
Community funds are very state based. SVP Melbourne wanted to explore if they could be under a
community fund. SVP Melbourne wants to partner community fund to get more money, but do not
want to relinquish autonomy in grant disbursement to stay true to the mission of the organization.
Question 5: Are there conditionalities attached to the grant? Are there instances where a chapter
cannot find an optimal partner?

Paul
Unrestricted funding is a mantra. Goals together-yes. How to achieve it? Up to the NGO. In the
context of the grant, not pre grant. SVP do not do startups generally, some might have incubator.
SVP has a high degree of autonomy in crafting their direction.
Question 6: How to nail down commitment of the partners? Especially at the initial stage?
Catherina
Depends on motivation of the partner. Depends on the lead partner. People do drop out. We have
no choice because it is a volunteer organization. 2 lead partners instead of 1 is selected to try to
combat the case where 1 drops out.
Paul
Utilize peer pressure to get people commit.
Question 7: Do you have suggestion for funding social causes which are business in nature?
Akila
SVP is best as a seed investor. We advise organizations which could potentially be businesses to be
businesses and try to find them business partner. If a firm becomes profitable, SVP Bangalore stops
financial support and grant disbursement. SVP Bangalore has no different criteria from other
organizations in selecting grantees, except being stricter with the business/social division.
Takuya
Once we start the investment, after 1 year due diligence in grant model, we invest in equity model.
Depends a lot on the people running the organization. We have a total support duration of 6 years.
We also support for profit model. Selection based a lot based on ambition and peoples capability