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I believe this trend is just the beginning. I also believe that philanthropy has a unique role to play in engaging these new entrants. While some may be tempted to view these players entering the impact investing space with skepticism, we see traditional asset managers as bringing to the table something the traditional impact investing community has thus far lacked: scale.
We see traditional asset managers as bringing to the table something the traditional impact investing community has thus far lacked: scale. At The Rockefeller Foundation, we are committed to shaping the next wave of innovation and growth in impact investing through the development of new products and partnerships. Our history, our dedication to impact integrity and analysis, and, perhaps most importantly, the flexibility of our capital, all position us to test new approaches and support new partnership structures.
Why is this a priority for us? There is broad acceptance that the private sector will have to make up the bulk of this gap. The GIIN reaches thousands of people interested in impact investing; we couldn't have imagined that there would be that many individuals or entities that would consider themselves part of this space when we started our initiative.
Every year, the GIIN gains new supporters, platforms, and information users, and its Investors' Council gains new members. I think we've seen tremendous traction. We've held convenings around the world that continue to stimulate interest, get the message out, and promote Rockefeller Foundation grantees. There's more money coming in as new investors enter, including family wealth funds, angel investors, and others, who are broadening the supply side. Part of that new capital is stimulated by the reports that we and others have helped to fund.
Reports have helped analyze impact investing as an industry, whether and how to get big institutional investors engaged, and what role governments ought to play. Could you give us an example of a Rockefeller Foundation impact investment grant recipient and a PRI investee? Tell us how each has helped to advance your goals for this growing industry. We're trying to invest in funds whose social objectives align with our issue area.
We're also investing some PRI money in green energy funds, to forward our climate-related and environmental work. In terms of the grantees, our largest impact investing grantee is the GIIN, because we felt that this institution needed to get off the ground quickly and do all the work that it is currently doing. Forbes recently listed 30 great social entrepreneurs -- nine are Rockefeller grantees, and eight of those nine are specifically impact investing grantees.
We think that we've been able to support "brains and innovation" in this field, as one of my predecessors used to say. We're looking for good grantees that are making an impact, creative and innovative, and taking appropriate risks. GIIN: Looking ahead, what is the next phase and focus of the Foundation's impact investing and grant-making work? JR: This initiative has been so important to us because philanthropy is needed at early stages to take more risks and do what other sectors don't want to do or aren't able to do, because they work to a different timeline or bottom line.
We think impact investing has benefited from Rockefeller and other philanthropies that believe field-building in this industry is critical to unleashing private capital. We are now examining trends and looking at new issue areas because we're committed to both deepening policy work and continuing to support market-building platforms as they mature so they're sustainable.
We're evolving from the current impact investing initiative to these next phases of work. We're going to focus more intentionally on the demand side of capital in our next stage of work. We made a conscious decision in this first phase of the initiative to focus on the supply side and intermediation of capital, excepting our funding of the Aspen Network of Development Entrepreneurs and some of the social entrepreneurial funds that received PRIs. One clear trend is that there aren't enough demand side entities able to utilize an accelerating source of capital supply.
We will work with social entrepreneurs, small to medium enterprises SMEs , and large corporations that are employing new ways of working. For example, some companies are implementing hybrid value chains, where the end of their value chain is intentionally collaborating with an SME or a non-governmental organization to accelerate a social outcome.
We want to catalyze innovative financing more broadly. The current investor base is fantastic and we need to keep them being effective. In our next phase of work we're also going to try to accelerate funds and investors in the developing world, and we're likely to announce work that goes intentionally into the developing, rather than the developed, world. In addition, unless more big institutional investors enter the market, we don't think the field will get sufficient traction.
To bring in institutional investor capital to the market, we'll use our evidence base, influence, and the influence of others who are developing evidence bases about the industry. However, it's not going to happen without policy work, so the next phase of what we do will also focus on policy. GIIN: What kind of policy efforts will the foundation be working on? JR: Initially, we will focus our efforts in the U.
Social Finance has now come to the U. We believe that we need to stay involved in this work for a while to make it extremely clear to the governments developing these bonds that they are not experimental instruments, but are for well-tested social programs on which actuarial analyses can be done to appropriately create the bond. We want to make sure that the enthusiasm doesn't lead to the wrong kind of bond structures that eventually make people conclude that social impact bonds don't work.
We are looking to further use policy to develop the market. For example, in the U. That policy framework is unleashing a lot of investment capital, and will be moving to encourage these types of policies in order to catalyze even greater investment. As outlined in the recent report by Pacific Community Ventures and the Institute for Responsible Investing at Harvard, to whom we've just made another three year grant, policy work will be important.
The report states that government policies have to focus on enabling policies, those are, policies that are targeted at the asset owners themselves, credit guarantees, safe-harbor provisions that support those institutions, or policies that are integrative. We're looking to find ways to build social impact into conventional investment vehicles, through policy such as performance standards or tax credits that would allow for the achievement of public purpose, regardless of the investors' motivation.
Internally, in all of the foundation's future traditional philanthropic activities, we will seek to intentionally build in an impact investing component into our issue work. That's going to be interesting experimentally, to see the opportunities and the rate-limiting factors. For example, we just funded the three governors in California, Oregon, and Washington to create the framework for a Western governors' infrastructure bank to catalyze capital.
Since the governors can't give an investor a return on investment if they only have a one year budget and no capital budget, we want to see if they can develop capital budgets in those three states with five year budgeting. We hope they can do things that would attract investment capital in new ways and have that kind of innovation continue. That's more of what we'll be doing and asking others to do with us.
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Could you give us an example of a Rockefeller Foundation impact investment grant recipient and a PRI investee? Tell us how each has helped to advance your goals for this growing industry. We're trying to invest in funds whose social objectives align with our issue area. We're also investing some PRI money in green energy funds, to forward our climate-related and environmental work. In terms of the grantees, our largest impact investing grantee is the GIIN, because we felt that this institution needed to get off the ground quickly and do all the work that it is currently doing.
Forbes recently listed 30 great social entrepreneurs -- nine are Rockefeller grantees, and eight of those nine are specifically impact investing grantees. We think that we've been able to support "brains and innovation" in this field, as one of my predecessors used to say. We're looking for good grantees that are making an impact, creative and innovative, and taking appropriate risks. GIIN: Looking ahead, what is the next phase and focus of the Foundation's impact investing and grant-making work?
JR: This initiative has been so important to us because philanthropy is needed at early stages to take more risks and do what other sectors don't want to do or aren't able to do, because they work to a different timeline or bottom line. We think impact investing has benefited from Rockefeller and other philanthropies that believe field-building in this industry is critical to unleashing private capital. We are now examining trends and looking at new issue areas because we're committed to both deepening policy work and continuing to support market-building platforms as they mature so they're sustainable.
We're evolving from the current impact investing initiative to these next phases of work. We're going to focus more intentionally on the demand side of capital in our next stage of work. We made a conscious decision in this first phase of the initiative to focus on the supply side and intermediation of capital, excepting our funding of the Aspen Network of Development Entrepreneurs and some of the social entrepreneurial funds that received PRIs.
One clear trend is that there aren't enough demand side entities able to utilize an accelerating source of capital supply. We will work with social entrepreneurs, small to medium enterprises SMEs , and large corporations that are employing new ways of working. For example, some companies are implementing hybrid value chains, where the end of their value chain is intentionally collaborating with an SME or a non-governmental organization to accelerate a social outcome.
We want to catalyze innovative financing more broadly. The current investor base is fantastic and we need to keep them being effective. In our next phase of work we're also going to try to accelerate funds and investors in the developing world, and we're likely to announce work that goes intentionally into the developing, rather than the developed, world. In addition, unless more big institutional investors enter the market, we don't think the field will get sufficient traction.
To bring in institutional investor capital to the market, we'll use our evidence base, influence, and the influence of others who are developing evidence bases about the industry. However, it's not going to happen without policy work, so the next phase of what we do will also focus on policy.
GIIN: What kind of policy efforts will the foundation be working on? JR: Initially, we will focus our efforts in the U. Social Finance has now come to the U. We believe that we need to stay involved in this work for a while to make it extremely clear to the governments developing these bonds that they are not experimental instruments, but are for well-tested social programs on which actuarial analyses can be done to appropriately create the bond.
We want to make sure that the enthusiasm doesn't lead to the wrong kind of bond structures that eventually make people conclude that social impact bonds don't work. We are looking to further use policy to develop the market.
For example, in the U. That policy framework is unleashing a lot of investment capital, and will be moving to encourage these types of policies in order to catalyze even greater investment. As outlined in the recent report by Pacific Community Ventures and the Institute for Responsible Investing at Harvard, to whom we've just made another three year grant, policy work will be important.
The report states that government policies have to focus on enabling policies, those are, policies that are targeted at the asset owners themselves, credit guarantees, safe-harbor provisions that support those institutions, or policies that are integrative. We're looking to find ways to build social impact into conventional investment vehicles, through policy such as performance standards or tax credits that would allow for the achievement of public purpose, regardless of the investors' motivation.
Internally, in all of the foundation's future traditional philanthropic activities, we will seek to intentionally build in an impact investing component into our issue work. That's going to be interesting experimentally, to see the opportunities and the rate-limiting factors.
For example, we just funded the three governors in California, Oregon, and Washington to create the framework for a Western governors' infrastructure bank to catalyze capital. Since the governors can't give an investor a return on investment if they only have a one year budget and no capital budget, we want to see if they can develop capital budgets in those three states with five year budgeting.
We hope they can do things that would attract investment capital in new ways and have that kind of innovation continue. That's more of what we'll be doing and asking others to do with us. We will bring our ideas about innovative financing and economic growth, which work together because growth is capital-intensive. GIIN: The foundation has played a market-building role in the impact investing industry. What roles can be played by other actors to further build the field? JR: I think that other actors need to support the market-building platforms to create a sustainable market.
If these tools are going to get traction and sustain themselves, they can't be supported by philanthropy forever. For example, what business model can help social and environmental performance standards get financial support? Moody's rating agency started as a nonprofit, and for better or worse has developed a for-profit model.
That was exactly the situation with the concept of impact investing. By , a variety of financial innovators had developed approaches to socially-conscious investment and were paving the way for new avenues to direct capital for social good. Muhammad Yunus had established the Grameen Bank to lend to lower-income women in Bangladesh. These and many other organizations offered a wide range of avenues for satisfying the growing demand for investment that sought some combination of financial and social outcomes.
And as is typical for a field in its formative stage, there was a range of terms to describe this activity, each with its own meaning and nuance: socially responsible investing, blended value, mission-driven investing, and so on. And while there was a great deal of effort to develop various niche models, there was no infrastructure that would enable the market to grow as a whole.
In the book Impact Investing , he and his co-author Jed Emerson describe what they saw at the time: the need to set the rules and create a worldwide playing field, which would necessitate transformation across capital markets, performance measurement, and public policy. It was clear that no individual, however charismatic, would be able to create these transformations alone.
Impact investing will take off when its pioneers and newcomers collaborate effectively, building the infrastructure that will enable the next wave of talent and capital to join the field… In [this] emerging phase, the impact investing industry suffers from fragmentation with an increasingly crowded field of subscale players unable to rise above the noise. Bugg-Levine made the case that The Rockefeller Foundation should launch an initiative with the goal of accelerating this change in behavior, and the Board of Directors agreed.
At this early stage, it was important for the funder to be able to judge when to ask that question, and how best to show a group the potential for collective work. Bugg-Levine used this convening to ask the question, and fortunately the answer was yes. With that first fuzzy definition of the common ground in place, the work of the network began. Working with Monitor Institute, Bugg-Levine followed through with a second convening in that gathered an expanded group of 40 participants, representing a wider swath of the marketplace.
It was at this second convening that both The Rockefeller Foundation and the participants were able to see a clear path forward for this nascent industry to solve social and environmental challenges with greater efficiency.
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