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What is the process?

Note: this is an approximate guide.

1: Get in touch. Reach out to someone in our team. After an initial chat, if your organisation sounds like it could be a fit for SVA, we’ll arrange a meeting. If you can’t find the right person, email us. Our initial meeting is so we can get to know each other and ask about your organisation’s social impact and financial health, as well as its future plans. If you’ve got a pitch deck or an outline of your business plan, send it through so we can read it in advance.

2: Deal screening. Based on our initial discussions, we’ll work out whether we might be able to meet your capital needs. If we don’t think it’s a fit for SVA, we’ll let you know. If we are confident there is a potential fit, we’ll progress to due diligence.

3: Due diligence.We’ll ask you for a list of documents, meet with key members of your team and outline what a potential investment might look like. Our due diligence will cover social, commercial, financial and legal aspects of the potential transaction.

4: Investment CommitteeWe’ll prepare an initial due diligence report to take to our Investment Committee for approval. Our Investment Committees consist of senior SVA staff plus external leaders from the finance and social sectors.

5: Legal documentation. If you accept the termsheet, we’ll work with our external lawyers to finalise the legal documentation.

6: Collaboration begins. Once the documents are executed and conditions precedent are satisfied, we’ll transfer the money. That’s when the real collaboration begins.

What information do I need?

The table below sets out some of the documents that help during the due diligence process. We don’t expect that all organisations will have every document. During the early stages of the due diligence process we’ll jointly map out what information will be required.

Commercial

Financial

Legal

Social

  • Business plan
  • Organisation structure
  • Property valuation (for secured loans)
  • Evidence of pre-sales (for property development)
  • Financial model
  • Audited financial statements for previous three years (if applicable)
  • Current management accounts
  • Details of existing credit lines / loans / financial commitments
  • Company constitution
  • Shareholder agreement (for profits)
  • Shareholder register (for profits)
  • Evidence of impact to date (e.g. evaluations if completed)
  • Organisational theory of change (if available)