Selected Client Engagements
Burckart Consulting brings impact investing expertise and market knowledge to investors, asset managers and funds seeking to fortify their portfolios and product offerings with impact in an intentional and accountable way. We guide financial institutions, advisors and asset owners to the best resources and opportunities as well as implement the most effective strategies for integrating social and environmental impact. Select project work that reflects Burckart's strategy, product creation, research and development, and due diligence and performance monitoring services include:
Federal Reserve Banks of San Francisco, Dallas, and Richmond. Burckart has worked with the Federal Reserve—the central banking system of the US—to help public, private, and nonprofit stakeholders to better understand and collaborate on innovative ways to raise, deploy and facilitate capital to meet local community economic objectives as well as meet investor goals. Efforts have focused on the importance of (a) leveraging information, resources, and technology, (b) embracing a place-based focus for spurring innovation, (c) and harnessing entrepreneurship to achieve the breakthroughs now needed to accelerate progress. For more information, see here and here.
Investment Management Firms. Burckart has been working with a number of major US-based investment management firms to increase each of their understandings of the impact investment field, analyze and implement potential opportunities for harnessing impact investing and identify the implications for market strategies. These engagements aim to augment ongoing impact-oriented efforts, accelerate the ability to execute impact investing strategies and consider how each of these firms is positioned with key stakeholders.
Money Management Institute (MMI). Burckart has been working on an impact investing knowledge and outreach effort with the MMI, a financial services industry body and network that has been the leading voice for the global financial services organizations that provide advice and professionally-managed solutions to individual and institutional investors. Burckart and the MMI have collaborated to a) develop a strategy for informing MMI’s members about harnessing impact investing and b) amplify, frame, and facilitate the dynamic value proposition to support the growth of impact investing with key stakeholders. Major financial institutions that have collaborated on this body of work include Citigroup, Deutsche Bank, JPMorgan Chase, Morgan Stanley, UBS, and Bank of America Merrill Lynch. For more information, see here.
UK Cabinet Office (CO). Burckart worked with the CO and Impact Economy (Europe) in May 2013 to help produce a high-level overview report on the field of impact investment. The report outlines the landscape of the social impact investing market, the trends influencing it, the characteristics of the different players in the industry, and makes recommendations for growing the market. The report was distributed in support of the Social Impact Investment Forum the UK hosted as part of its Presidency of the G8. For more information, see here.
Johns Hopkins New Frontiers of Philanthropy Project. Burckart led the production of the New Frontiers of Philanthropy: A Guide to the New Actors and Tools Reshaping Global Philanthropy and Social Investing project. The corresponding book (Oxford University Press, 2014) represents the culmination of a multi-year effort to map how philanthropy is being reinvented for the 21st century, charting the striking array of new actors and tools taking their places on the frontiers of philanthropy and social investing. Burckart wore a number of hats on this project including guiding the development of analytical frameworks; the recruitment of a global team of leading practitioners and thinkers from The Economist, Harvard University, the Center for American Progress, the Global Impact Investing Network, Schwab, Bridges Ventures, ACCION International and others to contribute chapters and serve as advisors; the evaluation of the quality and focus of manuscripts received for the book; negotiations with author teams to tease out key insights and implement substantive editorial changes; and the generation of funding and sponsorships in support of the project. For more information, see here.
Venture Philanthropy Partners (VPP). Burckart worked with VPP’s senior team to analyze key insights on the performance of the 12 nonprofit investment partnerships (IPs) VPP initiated between 2001 and 2004. These investment partnerships constituted VPP’s first investment portfolio. Each partnership involved not only a significant infusion of growth capital but also multiple forms of strategic assistance. The resulting report (“Performance Culture: A Survey of our Portfolio I Investments in Organizations Serving Children and Youth”) is divided into two sections: the first offers a broad summary of VPP’s performance and the second describes each IP’s performance individually. For more information, see here.
Impact Economy Symposium & Retreat 2013 & 2014. Burckart helped conceptualize, organize, and conduct two editions of the Impact Economy Symposium & Retreat in Switzerland, a carefully curated annual three-day event for high net-worth individuals that facilitated the introduction of attendees to big impact opportunities and trends shaping the future, the engagement of related philanthropic and investment opportunities, and the development of “legacies that matter” in the new paradigm of impact capitalism; over $10 billion in AUM was represented at the 2014 Symposium. For more information, see here.
Johns Hopkins Foundations as Philanthropic Banks Project. Burckart managed a body of work related to the identification and promotion of best practices for “foundations operating as philanthropic banks.” Burckart undertook in-depth case studies on nine foundations that ranged in size from the $37.4 billion Bill and Melinda Gates Foundation to the $10.5 million K.L. Felicitas Foundation. With each of these foundations, we conducted in-depth examinations of 2-4 actual investments (31 in total) selected to reveal how the foundation operated its impact investment work. These dimensions are important because together they help to define the risk appetite of the foundation, the balance it is comfortable striking between leveraging its resources for maximum impact now and preserving them for future activity tomorrow. Evidence, insights, and implications of this work were synthesized into the creation of the “Foundations as Philanthropic Banks” chapter of the book New Frontiers of Philanthropy (Oxford University Press, 2014). For more information, see here.
Association for Enterprise Opportunity (AEO). The AEO is a national membership organization and voice of microbusiness development in the United States. Burckart has worked with the AEO to a) help its members make sense of the changes in the fundraising status quo and what these shifts mean for the activities of U.S. micro-lenders (accessing potential new sources of capital), b) serve on the Working Capital Group of the Micro Capital Task Force (MCTF) and inform related industry strategic plan with recommendations and insights from the impact investing field, and c) showcase and raise the profile of DreamFund and TILT Forward—two new industry utilities being incubated by AEO and related to the MCTF—with investors. For more information, see here.
East-West Management Institute (EWMI) Philanthropication thru Privatization (PtP) Project. Burckart worked with EWMI on the PtP Project, the goal of which is to help build philanthropic wealth in underdeveloped regions of the world as a byproduct of the privatization of state-controlled assets. We helped complete the initial phase of work and develop the strategy for the project’s second phase. This process included the identification of 415 PtP transactions around the world, recruitment of an international research team of leading scholars and practitioners to conduct case studies on 22 of the transactions in order to tease out lessons and best practices, and the launch of a global search for possible sites for pilot implementation efforts. For more information, see here.